Teaming How Organizations Learn Innovate and Compete in the Knowledge Economy 1st edition by Amy Edmondson ISBN 078797093X 978-0787970932
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Product details:
ISBN 10: 078797093X
ISBN 13: 978-0787970932
Author: Amy Edmondson
New breakthrough thinking in organizational learning, leadership, and change
Continuous improvement, understanding complex systems, and promoting innovation are all part of the landscape of learning challenges today’s companies face. Amy Edmondson shows that organizations thrive, or fail to thrive, based on how well the small groups within those organizations work. In most organizations, the work that produces value for customers is carried out by teams, and increasingly, by flexible team-like entities. The pace of change and the fluidity of most work structures means that it’s not really about creating effective teams anymore, but instead about leading effective teaming.
Teaming shows that organizations learn when the flexible, fluid collaborations they encompass are able to learn. The problem is teams, and other dynamic groups, don’t learn naturally. Edmondson outlines the factors that prevent them from doing so, such as interpersonal fear, irrational beliefs about failure, groupthink, problematic power dynamics, and information hoarding. With Teaming, leaders can shape these factors by encouraging reflection, creating psychological safety, and overcoming defensive interpersonal dynamics that inhibit the sharing of ideas. Further, they can use practical management strategies to help organizations realize the benefits inherent in both success and failure.
Teaming How Organizations Learn Innovate and Compete in the Knowledge Economy 1st Table of contents:
part one: teaming
chapter one: a new wayof working
Teaming Is a Verb
Organizing to Execute
The Learning Imperative
Learning to Team, Teaming to Learn
Organizing to Learn
Execution-as-Learning
The Process Knowledge Spectrum
A New Way of Leading
Leadership Summary
LESSONS AND ACTIONS
chapter two: teaming to learn, innovate, and compete
The Teaming Process
Four Pillars of Effective Teaming
The Benefits of Teaming
Social and Cognitive Barriers to Teaming
When Conflict Heats Up
Leadership Actions That Promote Teaming
Leadership Summary
LESSONS AND ACTIONS
part two: organizing to learn
chapter three: the power of framing
Cognitive Frames
Framing a Change Project
The Leader’s Role
Team Members’ Roles
The Project Purpose
A Learning Frame Versus an Execution Frame
Leadership Summary
LESSONS AND ACTIONS
chapter four: making it safe to team
Trust and Respect
Psychological Safety for Teaming and Learning
The Effect of Hierarchy on Psychological Safety
Cultivating Psychological Safety
Leadership Summary
LESSONS AND ACTIONS
chapter five: failing better to succeed faster
The Inevitability of Failure
The Importance of Small Failures
Why It’s Difficult to Learn from Failure
Failure Across the Process Knowledge Spectrum
Matching Failure Cause and Context
Developing a Learning Approach to Failure
Strategies for Learning from Failures
Leadership Summary
LESSONS AND ACTIONS
chapter six: teaming across boundaries
Teaming Despite Boundaries
Visible and Invisible Boundaries
Three Types of Boundaries
Teaming Across Common Boundaries
Leading Communication Across Boundaries
Leadership Summary
LESSONS AND ACTIONS
part three: execution-as-learning
chapter seven: putting teaming and learning to work
Execution-as-Learning
Using the Process Knowledge Spectrum
Facing a Shifting Context at Telco
Learning That Never Ends
Keeping Learning Alive
Leadership Summary
LESSONS AND ACTIONS
chapter eight: leadership makes it happen
Leading Teaming in Routine Production at Simmons
Leading Teaming in Complex Operations at Children’s Hospital
Leading Teaming for Innovation at IDEO
Leadership Summary
Moving Forward
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