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A basic truth of management - if not of life - is that nearly everything looks like a failure in the middle.

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
Middle
Truth
Everything
Looks
Life
Nearly
Like
Basic
Management
Failure

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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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Confidence makes you willing to try harder and attracts the kind of support from others that makes winning possible.
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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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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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I was determined to achieve the total freedom that our history lessons taught us we were entitled to, no matter what the sacrifice.
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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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The goal of winning is not losing two times in a row.
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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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Leaders are more powerful role models when they learn than when they teach.
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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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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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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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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 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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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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Powerlessness corrupts: absolute powerlessness corrupts absolutely.
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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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It is crucial to recognize, reward, and celebrate accomplishments.
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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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One of the symptoms of a losing streak is a turnover of top executives. It's a revolving door.
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