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

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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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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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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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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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Power stems from 'rainmaking,' as law firms put it: the ability to bring resources into the company.
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The goal of winning is not losing two times in a row.
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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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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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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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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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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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Too many people let others stand in their way and don't go back for one more try.
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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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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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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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Our future will be shaped by the assumptions we make about who we are and what we can be.
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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 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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Friendly people are caring people, eager to provide encouragement and support when needed most.
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