Change is a threat when done to me, but an opportunity when done by me. — Rosabeth Moss Kanter Copy Share Image
The architecture of change involves the design and construction of new patterns, or the reconceptualization of old ones, to make new, and… — Rosabeth Moss Kanter Copy Share Image
People often resist change for reasons that make good sense to them, even if those reasons don't correspond to organizational goals. So… — Rosabeth Moss Kanter Copy Share Image
The most radical thing we can do is connect people to one another. That starts conversations toward a vision for change. — Rosabeth Moss Kanter Copy Share Image
Change is like putting lipstick on a bulldog. The bulldog's appearance hasn't improved, but now it's really angry. — Rosabeth Moss Kanter Copy Share Image
Everything looks like a failure in the middle. In neary every change project, doubt is cast on the original vision because problems… — Rosabeth Moss Kanter Copy Share Image
Embrace change as an opportunity to learn, to improve, to make a difference in others' lives as well as in your own.… — Rosabeth Moss Kanter Copy Share Image
Time is a function of impact. The longer a book of mine has been in print, the greater its impact seems to… — Rosabeth Moss Kanter Copy Share Image
John Akers once said that changing IBM's culture was more difficult than getting elephants to dance. Of course it's really difficult, as… — Rosabeth Moss Kanter Copy Share Image
Change masters are - literally - the right people in the right place at the right time. The right people are the… — Rosabeth Moss Kanter Copy Share Image
Not everyone in an organization is in a position to accumulate power through competent performance because most people are just carrying out the ordinary… — Rosabeth Moss Kanter Copy Share
I wonder whether there has been too much emphasis on teaching women to conform, to fit into the system. Certainly that suits conservative organizations… — Rosabeth Moss Kanter Copy Share
After years of telling corporate citizens to 'trust the system,' many companies must relearn instead to trust their people - and encourage their people… — Rosabeth Moss Kanter Copy Share
Creativity is a lot like looking at the world through a kaleidoscope. You look at a set of elements, the same ones everyone else… — Rosabeth Moss Kanter Copy Share
The difference between "winners" and "losers" is not whether they face obstacles and setbacks - we all do, and it is inevitable that plans… — Rosabeth Moss Kanter Copy Share
Friendly people are caring people, eager to provide encouragement and support when needed most. — Rosabeth Moss Kanter Copy Share
I've been looking at companies that are on a positive path vs. a negative path and I've come to use the language of sports,… — Rosabeth Moss Kanter Copy Share
Power stems from 'rainmaking,' as law firms put it: the ability to bring resources into the company. — Rosabeth Moss Kanter Copy Share
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. — Rosabeth Moss Kanter Copy Share
Companies used to be able to function with autocratic bosses. We don't live in that world anymore. — Rosabeth Moss Kanter Copy Share
Everything looks like a failure in the middle. In neary every change project, doubt is cast on the original vision because problems are mounting… — Rosabeth Moss Kanter Copy Share
Confidence is not lodged in people's brains, it comes from the support system that surrounds them. Let's not confuse confidence overall with just self-confidence.… — Rosabeth Moss Kanter Copy Share
During the Boom Years, it was so easy to lose sight of basic values. For example, there was lots of nonsense said and written… — Rosabeth Moss Kanter Copy Share
Winning becomes easier over time as the cornerstones of confidence become habits. — Rosabeth Moss Kanter Copy Share
