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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.

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
Differences
Innovate
Company
Effectively
Opportunity
Companies
Individual
Granted
Use
Individuals
Business
Degree
Stagnate
Power
Degrees
Withheld
Difference
Operative

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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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Leaders are more powerful role models when they learn than when they teach.
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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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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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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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Creativity is a lot like looking at the world through a kaleidoscope. You look at a set of elements, the same ones everyone else sees, but then reassemble those floating bits and pieces into an enticing new possibility.
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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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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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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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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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Corporate men and women, once divided by striking differences in opportunity for career growth, have come to share career chaos.
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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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Powerlessness corrupts: absolute powerlessness corrupts absolutely.
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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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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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