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Pessimists see problems as stemming from stable and universal causes, thus making them less susceptible to corrective action. Optimists, in contrast, view problems as temporary and resulting from specific factors that will either change or be changed.

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
Problem
Views
Temporary
Pessimists
Changed
Optimism
Optimists
Either
Specific
Resulting
Causes
Factors
Susceptible
Less
Thus
Pessimist
Making
Universal
Optimist
Action
View
Contrast
Stemming
Change
Problems
Stable
Corrective

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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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Power stems from 'rainmaking,' as law firms put it: the ability to bring resources into the company.
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Innovative organizations provide the freedom to act which arouses the desire to act.
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The behavior of people and the culture of an organization are very different in winning streaks and losing streaks. But what both have in common is their momentum - once winners' or losers' habits and culture take hold, they tend to perpetuate themselves.
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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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A basic truth of management - if not of life - is that nearly everything looks like a failure in the middle.
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A great idea is not enough.
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Power is the ability to get things done
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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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Corporate men and women, once divided by striking differences in opportunity for career growth, have come to share career chaos.
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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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Everything looks like a failure in the middle.
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Confidence is the bridge connecting expectations and performance, investment and results.
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It is easier to talk about money -- and much easier to talk about sex -- than it is to talk about power. People who have it deny it people who want it do not want to appear to hunger for it and people who engage in its machinations do so secretly.
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Too many people let others stand in their way and don't go back for one more try.
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Leaders must pick causes they won't abandon easily, remain committed despite setbacks, and communicate their big ideas over and over again in every encounter.
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The importance of discretion increases with closeness to the top of a hierarchical organization.
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If world problems feel too big to tackle, think small. Step by step. Small wins build confidence, lead the way to change.
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The Martha Stewart trial makes clear how far women have risen in the business world. America can be proud of our equal-opportunity prosecution and conviction.
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Leadership is one of the most enduring, universal human responsibilities.
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