America is stuck: just look at the crumbling roads and bridges, mismanaged railways, old-fashioned and easily overloaded air traffic control system, and perpetual lack of political will to do anything about it all. In contrast, take a trip around the world. Whiz through the "Chunnel", get high-speed Internet and phone signal on a remote mountain in Turkey or travel in a driverless Mercedes in Germany and see a future of possibilities that the US is barely glimpsing. Rosabeth Moss Kanter's bold solutions will motivate Americans to move their transportation infrastructure into a cleaner, faster and more prosperous future.

You need confidence to inspire trust, communicate effectively, and succeed in your organization. But self-doubt and nerves can undermine your ability to act decisively and persuade others. What can you do to push past these insecurities?

This book explains how you can use emotional intelligence to become more confident at work. You'll learn how to correct what is holding you back, how to overcome imposter syndrome, and when feeling too self-assured can actually backfire.

This volume includes the work of:

- Tomas Chamorro-Premuzic

- Rosabeth Moss Kanter

- Amy Jen Su

- Peter Bregman

How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

One of the leading business thinkers in the world offers a bold, new theory of advanced leadership for tackling the world's complex, messy, and recalcitrant social and environmental problems. Over a decade ago, renowned innovation expert Rosabeth Moss Kanter co-founded and then directed Harvard's Advanced Leadership Initiative. Her breakthrough work with hundreds of successful professionals and executives, as well as aspiring young entrepreneurs, identifies the leadership paradigm of the future: the ability to think outside the building to overcome establishment paralysis and produce significant innovation for a better world. Kanter provides extraordinary accounts of the successes and near-stumbles of purpose-driven men and women from diverse backgrounds united in their conviction that positive change is possible. A former Trader Joe's executive, for example, navigated across business, government, and community sectors to deal with poor nutrition in inner cities while reducing food waste. A concerned European banker used the power of persuasion, not position, to find novel financing for improving the health of the oceans. A Washington couple enticed global partners to join an Uber-like platform to match skilled refugees with talent-hungry companies. A visionary journalist-turned-entrepreneur closed social divides by giving fifty million social media users access to free local education and culture. When traditional approaches are inadequate or resisted, advanced leadership skills are essential. In this book, Kanter shows how people everywhere can unleash their creativity and entrepreneurial adroitness to mobilize partners across challenging cultural, social, and political situations and innovate for a brighter future.

From the boardroom to the locker room to the living room--how winners become winners . . . and stay that way.
Is success simply a matter of money and talent? Or is there another reason why some people and organizations always land on their feet, while others, equally talented, stumble again and again?
There's a fundamental principle at work--the vital but previously unexamined factor called confidence--that permits unexpected people to achieve high levels of performance through routines that activate talent. Confidence explains:
- Why the University of Connecticut women's basketball team continues its winning ways even though recent teams lack the talent of their predecessors
- Why some companies are always positively perceived by employees, customers, Wall Street analysts, and the media while others are under a perpetual cloud
- How a company like Gillette or a team like the Chicago Cubs ends a losing streak and breaks out of a circle of doom
- The lessons a politician such as Nelson Mandela, who resisted the temptation to take revenge after being released from prison and assuming power, offers for leaders in both advanced democracies and trouble spots like the Middle East
From the simplest ball games to the most complicated business and political situations, the common element in winning is a basic truth about people: They rise to the occasion when leaders help them gain the confidence to do it.
Confidence is the new theory and practice of success, explaining why success and failure are not mere episodes but self-perpetuating trajectories. Rosabeth Moss Kanter shows why organizations of all types may be brimming with talent but not be winners, and providespeople in leadership positions with a practical program for either maintaining a winning streak or turning around a downward spiral.
Confidence is based on an extraordinary investigation of success and failure in companies such as Continental Airlines, Seagate, and Verizon and sports teams such as the University of North Carolina women's soccer team, New England Patriots, and Philadelphia Eagles, as well as schools, health care, and politics.
Packed with brilliant, practical ideas such as "powerlessness corrupts" and the "timidity of mediocrity," Confidence provides fresh thinking for perpetuating winning streaks and ending losing streaks in all facets of life--from the factors that can make or break corporations and governments to the keys for successful relationships in the workplace or at home.

"From the Hardcover edition.

How can we as parents, educators, and members of the business community prepare students to be successful leaders in today's global environment? It's a critically important question. Gloria Cordes Larson, president of Bentley University, explains why today's practices in higher education are inadequate preparation for our rapidly evolving innovation economy. Instead, she passionately advocates for a hybrid-learning model that integrates business education with traditional liberal arts courses. Today's businesses demand a new kind of hybrid graduate, possessed of both hard and soft skills, with the courage to take risks, the creativity to innovate, and the savvy to excel in a turbulent competitive climate. This book is a valuable resource for participants in every learning community: our homes, schools, and businesses. It will change the way you think about what excellence in education means in today's business environment as you develop strategies that will move our children, students, and future employees forward in a rapidly changing and very challenging world. Prepared with that training and knowledge, they will find greater fulfillment and make their own mark on the future.

Become more confident at work. You need confidence to inspire trust, communicate effectively, and succeed in your organization. But self-doubt and nerves can undermine your ability to act decisively and persuade others. What can you do to push past these insecurities? This book explains how you can use emotional intelligence to become more confident at work. You'll learn how to correct what is holding you back, how to overcome imposter syndrome, and when feeling too self-assured can actually backfire. This volume includes the work of: Tomas Chamorro-Premuzic Rosabeth Moss Kanter Amy Jen Su Peter Bregman How to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

Over a decade ago, renowned innovation expert Rosabeth Moss Kanter co-founded and then directed Harvard's Advanced Leadership Initiative. Her breakthrough work with hundreds of successful professionals and executives, as well as aspiring young entrepreneurs, identifies the leadership paradigm of the future: the ability to "think outside the building" to overcome establishment paralysis and produce significant innovation for a better world. Kanter provides extraordinary accounts of the successes and near-stumbles of purpose-driven men and women from diverse backgrounds united in their conviction that positive change is possible. A former Trader Joe's executive, for example, navigated across business, government, and community sectors to deal with poor nutrition in inner cities while reducing food waste. A concerned European banker used the power of persuasion, not position, to find novel financing for improving the health of the oceans. A Washington couple enticed global partners to join an Uber-like platform to match skilled refugees with talent-hungry companies. A visionary journalist-turned-entrepreneur closed social divides by giving fifty million social media users access to free local education and culture. When traditional approaches are inadequate or resisted, advanced leadership skills are essential. In this book, Kanter shows how people everywhere can unleash their creativity and entrepreneurial adroitness to mobilize partners across challenging cultural, social, and political situations and innovate for a brighter future.

Over a decade ago, renowned innovation expert Rosabeth Moss Kanter co-founded and then directed Harvard's Advanced Leadership Initiative. Her breakthrough work with hundreds of successful professionals and executives, as well as aspiring young entrepreneurs, identifies the leadership paradigm of the future: the ability to "think outside the building" to overcome establishment paralysis and produce significant innovation for a better world. Kanter provides extraordinary accounts of the successes and near-stumbles of purpose-driven men and women from diverse backgrounds united in their conviction that positive change is possible. A former Trader Joe's executive, for example, navigated across business, government, and community sectors to deal with poor nutrition in inner cities while reducing food waste. A concerned European banker used the power of persuasion, not position, to find novel financing for improving the health of the oceans. A Washington couple enticed global partners to join an Uber-like platform to match skilled refugees with talent-hungry companies. A visionary journalist-turned-entrepreneur closed social divides by giving fifty million social media users access to free local education and culture. When traditional approaches are inadequate or resisted, advanced leadership skills are essential. In this book, Kanter shows how people everywhere can unleash their creativity and entrepreneurial adroitness to mobilize partners across challenging cultural, social, and political situations and innovate for a brighter future.

In this landmark work on corporate power, especially as it relates to women, Rosabeth Moss Kanter, the distinguished Harvard management thinker and consultant, shows how the careers and self-images of the managers, professionals, and executives, and also those of the secretaries, wives of managers, and women looking for a way up, are determined by the distribution of power and powerlessness within the corporation. This new edition of her award-winning book has a major new afterward in which the author reviews and analyzes how attitudes and practices within the corporate power structure have changed in the 1990s.

In an era of increased global competition, of takeovers, downsizing, restructuring, and even outright failure, managing intelligent organizational change is the most difficult challenge facing business. Kanter, Stein, and Jick present here a comprehensive overview and an authoritative model for how to and, in some cases how not to, institute change in organizations.
Building upon their "Big Three" model of change, the authors focus on internal and external forces that set events in motion; the major kinds of change that correspond to external and internal change pressures; and the principal tasks involved in managing the change process. Several "portraits" of companies undergoing different types of change, coupled with the authors' own expert analyses, prove that no one person or group can make change "happen" alone. Instead, the authors assert that it is the delicate balance among key players that makes organizational change a success.
The authors analyze the "forces for change" by examining Banc One, Apple Computer, and Lehman Brothers, among others, to illustrate environmental and cyclical change as businesses grow. Then they turn to "forms of change, " drawing on the Western-Delta merger, strategy change at Bell Atlantic, and takeover turmoil at Lucky Stores, to show how companies change their structures and cultures. The section on "execution of change" shows "change masters," to use Kanter's own famous term, at work at Motorola, General Electric, and other leading firms, as well as the difficulties of implementing change at General Motors and Microswitch.
Fundamental organizational change, they argue, is exemplified by identity change, involving much more than the transfer of tangible assets. Managing the feelings, fears, and hopes of people must be the central strategy during such transitions. In this essential volume for managers and analysts of change, Kanter, Stein, and Jick offer powerful insights, practical new directions for action, prospects for the future of deliberate organizational change, and advice on where to begin the change process, and when: NOW

The Change Masters looks behind the scenes at some of the most important companies in America, including Hewlett-Packard, General Electric, Polaroid, General Motors, Wang Laboratories and Honeywell, to describe their organizational structures, their corporate cultures, and their specific strategies.

What makes some communes work, while others fail? Why is it so difficult to put utopian ideals into practice? In this exciting study of the success or failure of nineteenth-century American Utopias and twentieth-century communes, Rosabeth Moss Kanter combines the results of her first-hand experiences in a variety of contemporary groups with her thorough research on earlier Utopian communities. Convinced that the Utopias of the past offer important models for social organization today, the author also stresses the need for a historical perspective in viewing contemporary movements. Kanter analyzes the ideas and values expressed and developed in communal living, she explores the methods of organization that led to commitment and success or failure in the nineteenth-century, and she deals with the dilemmas and problems that contemporary communities present. The final chapters of this brilliant study, a discussion of contemporary communes, allows the reader to see the similarities as well as the differences between nineteenth and twentieth-century communities.

Now considered a classic in the field, this book first called attention to what Kanter has referred to as the "myth of separate worlds." Kanter was one of the first to argue that the assumes separation between work and family was a myth and that research must explore the linkages between these two roles.