Rosabeth Moss Kanter
Rosabeth Moss Kanter
Rosabeth Moss Kanter is a professor of business at Harvard Business School, where she holds the Ernest L. Arbuckle Professorship. In addition she is director and chair of the Harvard University Advanced Leadership Initiative...
NationalityAmerican
ProfessionBusinesswoman
CountryUnited States of America
accomplishment rewards celebrate
It is crucial to recognize, reward, and celebrate accomplishments.
sight doubt vision
Everything looks like a failure in the middle. In neary every change project, doubt is cast on the original vision because problems are mounting and the end is nowhere in sight.
taken circles entering
The more closed the circle, the more difficult it is for 'outsiders' to break in. Their very difficulty in entering may be taken as a sign of incompetence, a sign that the insiders were right to close their ranks.
add projects values
You've no future unless you add value, create projects.
innovation volume lows
In the most innovative companies there is a significantly higher volume of thank yous than in companies of low innovation.
team moving successful
Change masters are - literally - the right people in the right place at the right time. The right people are the ones with the ideas that move beyond the organization's established practice, ideas they can form into visions. The right places are the integrative environments that support innovation, encourage the building of coalitions and teams to support and implement visions. The right times are those moments in the flow of organizational history when it is possible to reconstruct reality on the basis on accumulated innovations to shape a more productive and successful future.
confidence sweet expectations
Confidence is the sweet spot between arrogance and despair-consisting of positive expectations for favorable outcomes.
opportunity self limits
The very lack of opportunity the group faces creates a self-defeating cycle and puts pressure on members to limit their aspirations.
change design patterns
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.
jobs organization support
if networks of women are formed, they should be job related and task related rather than female-concerns related. Personal networks for sociability in the context of a work organization would tend to promote the image of women contained in the temperamental model - that companies must compensate for women's deficiencies and bring them together for support because they could not make it on their own. But job-related task forces serve the social-psychological functions while reinforcing a more positive image of women.
sex mean data
Even the new feminist research on sex-role socialization and sex differences has sometimes had the unfortunate consequence of creating a new set of stereotypes about what women feel and how women behave. Despite the large amount of overlap between the sexes in most research, the tendency to label and polarize and thus to exaggerate differences remains in much reporting of data, which may, for example, report the mean scores of male and female populations but not the degree of overlap.
power law resources
Power stems from 'rainmaking,' as law firms put it: the ability to bring resources into the company.
opportunity roots evil
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.
creativity order connections
Creativity does not derive from order but from the attempt to impose order where it does not exist, to make new connections.