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... people are capable of more than their organizational positions ever give them the tools or the time or the opportunity to demonstrate.
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
Giving
Demonstrate
Time
Positions
People
Tools
Capable
Position
Opportunity
Give
Ever
Organizational
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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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Innovative organizations provide the freedom to act which arouses the desire to act.
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Thinkers, makers and traders are the DNA of the world class company
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Friendly people are caring people, eager to provide encouragement and support when needed most.
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Leadership is one of the most enduring, universal human responsibilities.
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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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Our future will be shaped by the assumptions we make about who we are and what we can be.
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To stay ahead, you must have your next idea waiting in the wings.
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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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It is crucial to recognize, reward, and celebrate accomplishments.
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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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Companies used to be able to function with autocratic bosses. We don't live in that world anymore.
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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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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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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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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 importance of discretion increases with closeness to the top of a hierarchical organization.
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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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