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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.
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
Opportunity
Creates
Defeating
Self
Lack
Aspirations
Group
Pressure
Cycle
Limits
Cycles
Members
Aspiration
Groups
Limit
Faces
Puts
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The importance of discretion increases with closeness to the top of a hierarchical organization.
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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.
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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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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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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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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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The boomers' biggest impact will be on eliminating the term 'retirement' and inventing a new stage of life... the new career arc.
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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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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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Confidence makes you willing to try harder and attracts the kind of support from others that makes winning possible.
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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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A basic truth of management - if not of life - is that nearly everything looks like a failure in the middle.
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The most radical thing we can do is connect people to one another. That starts conversations toward a vision for change.
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The way innovating companies are designed leaves ambiguities, overlaps, decision conflicts or decision vacuums in some parts of the organisation. People rail at this, curse it-and invent innovative ways to overcome it.
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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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The goal of winning is not losing two times in a row.
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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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