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After years of telling corporate citizens to 'trust the system,' many companies must relearn instead to trust their people - and encourage their people to use neglected creative capacities in order to tap the most potent economic stimulus of all: idea power.

Rosabeth Moss Kanter

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Rosabeth Moss Kanter
Age: 81
Born: 1943
Born: March 15
Economist
Professor
Sociologist
Teacher
University Teacher
Writer
Cleveland
Ohio
Use
Citizens
Innovative
Order
Instead
Neglected
Power
Trust
Encourage
Ideas
System
Corporate
Many
Economic
Companies
Relearn
Must
Company
Innovation
Capacities
Years
Creative
Telling
Potent
People
Idea
Capacity
Stimulus

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The very lack of opportunity the group faces creates a self-defeating cycle and puts pressure on members to limit their aspirations.
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Change is like putting lipstick on a bulldog. The bulldog's appearance hasn't improved, but now it's really angry.
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I was determined to achieve the total freedom that our history lessons taught us we were entitled to, no matter what the sacrifice.
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Corporate men and women, once divided by striking differences in opportunity for career growth, have come to share career chaos.
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It is crucial to recognize, reward, and celebrate accomplishments.
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Embrace change as an opportunity to learn, to improve, to make a difference in others' lives as well as in your own. Have the courage to challenge the status quo. Remember that preparation and ambition in combination with opportunity equals success. And have fun!
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One of the symptoms of a losing streak is a turnover of top executives. It's a revolving door.
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Those enjoying winning streaks thus win twofold. They win not only the game but also the right to greater self-determination. They become masters of their own fate. That feeling of efficacy, of being in charge of circumstances, is the essence of confidence. Winning once or twice is encouraging, but winning continuously is empowering.
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Confidence makes you willing to try harder and attracts the kind of support from others that makes winning possible.
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Our future will be shaped by the assumptions we make about who we are and what we can be.
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Money should never be separated from values. Detached from values it may indeed be the root of all evil. Linked effectively to social purpose it can be the root of opportunity.
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Power stems from 'rainmaking,' as law firms put it: the ability to bring resources into the company.
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The architecture of change involves the design and construction of new patterns, or the reconceptualization of old ones, to make new, and hopefully more productive, actions possible.
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Innovation is an outgrowth of initiative, and initiative - taking positive actions in a belief that your actions can make a difference - is a big part of confidence.
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Leaders is the new organisation do not lack motivational tools, but the tools are different from those of traditional corporate bureaucrats. The new rewards are based not on status but on contribution, and they consist not of regular promotion and automatic pay rises, but of excitement about the mission and a share of the glory of success.
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Confidence is the bridge connecting expectations and performance, investment and results.
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Innovative organizations provide the freedom to act which arouses the desire to act.
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Creativity does not derive from order but from the attempt to impose order where it does not exist, to make new connections.
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The degree to which the opportunity to use power effectively is granted to or withheld from individuals is one operative difference between those companies which stagnate and those which innovate.
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To stay ahead, you must have your next idea waiting in the wings.
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