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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.

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
Change
Hopefully
Make
Architecture
Patterns
Actions
Design
Ones
Involves
Possible
Construction
Action
Productive

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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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Confidence is the bridge connecting expectations and performance, investment and results.
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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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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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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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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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In the most innovative companies there is a significantly higher volume of thank yous than in companies of low innovation.
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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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Passion for a goal doesn't guarantee success, but without it, you can't even begin.
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I wonder whether there has been too much emphasis on teaching women to conform, to fit into the system. Certainly that suits conservative organizations in conservative times. But now ... innovation and creativity are necessary.
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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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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.
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Thinkers, makers and traders are the DNA of the world class company
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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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A great idea is not enough.
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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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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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Power stems from 'rainmaking,' as law firms put it: the ability to bring resources into the company.
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Everything looks like a failure in the middle.
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Powerlessness corrupts: absolute powerlessness corrupts absolutely.
Rosabeth Moss Kanter