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

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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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Power is the ability to get things done
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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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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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Too many people let others stand in their way and don't go back for one more try.
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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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The importance of discretion increases with closeness to the top of a hierarchical organization.
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Innovative organizations provide the freedom to act which arouses the desire to act.
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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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In the most innovative companies there is a significantly higher volume of thank yous than in companies of low innovation.
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One of the symptoms of a losing streak is a turnover of top executives. It's a revolving door.
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Leaders are more powerful role models when they learn than when they teach.
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Friendly people are caring people, eager to provide encouragement and support when needed most.
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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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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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A great idea is not enough.
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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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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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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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