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Innovative organizations provide the freedom to act which arouses the desire to act.

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
Innovative
Organizations
Provide
Organization
Freedom
Desire
Arouses

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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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Friendly people are caring people, eager to provide encouragement and support when needed most.
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Passion for a goal doesn't guarantee success, but without it, you can't even begin.
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Confidence is the bridge connecting expectations and performance, investment and results.
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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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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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Powerlessness corrupts: absolute powerlessness corrupts absolutely.
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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 most radical thing we can do is connect people to one another. That starts conversations toward a vision for change.
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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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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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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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... people are capable of more than their organizational positions ever give them the tools or the time or the opportunity to demonstrate.
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A great idea is not enough.
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The goal of winning is not losing two times in a row.
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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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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 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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To stay ahead, you must have your next idea waiting in the wings.
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