Edmondson Teaming

How Organizations Learn, Innovate, and Compete in the Knowledge Economy
1. Auflage 2012
ISBN: 978-1-118-21676-7
Verlag: John Wiley & Sons
Format: EPUB
Kopierschutz: Adobe DRM (»Systemvoraussetzungen)

E-Book, Englisch, 352 Seiten, E-Book

New breakthrough thinking in organizational learning,leadership, and change
Continuous improvement, understanding complex systems, andpromoting innovation are all part of the landscape of learningchallenges today's companies face. Amy Edmondson shows thatorganizations thrive, or fail to thrive, based on how well thesmall groups within those organizations work. In mostorganizations, the work that produces value for customers iscarried out by teams, and increasingly, by flexible team-likeentities. The pace of change and the fluidity of most workstructures means that it's not really about creating effectiveteams anymore, but instead about leading effective teaming.
Teaming shows that organizations learn when the flexible,fluid collaborations they encompass are able to learn. The problemis 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 encouragingreflection, creating psychological safety, and overcoming defensiveinterpersonal dynamics that inhibit the sharing of ideas. Further,they can use practical management strategies to help organizationsrealize the benefits inherent in both success and failure.
* Presents a clear explanation of practical management conceptsfor increasing learning capability for business results
* Introduces a framework that clarifies how learning processesmust be altered for different kinds of work
* Explains how Collaborative Learning works, and gives tips forhow to do it well
* Includes case-study research on Intermountain healthcare,Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati andMinneapolis Children's Hospitals, among others
Based on years of research, this book shows how leaders can makeorganizational learning happen by building teams that learn.

Autoren/Hrsg.

Edmondson, Amy C.

Inhaltsverzeichnis

Foreword by Edgar H. Schein xi
Introduction 1
Part One Teaming
1 A New Way of Working 11
Teaming Is a Verb 12
Organizing to Execute 15
The Learning Imperative 19
Learning to Team, Teaming to Learn 24
Organizing to Learn 26
Execution-as-Learning 30
The Process Knowledge Spectrum 32
A New Way of Leading 38
Leadership Summary 42
Lessons and Actions 42
2 Teaming to Learn, Innovate, and Compete 45
The Teaming Process 50
Four Pillars of Effective Teaming 51
The Benefi ts of Teaming 56
Social and Cognitive Barriers to Teaming 60
When Conflict Heats Up 67
Leadership Actions That Promote Teaming 75
Leadership Summary 78
Lessons and Actions 79
Part Two Organizing To Learn
3 The Power of Framing 83
Cognitive Frames 84
Framing a Change Project 89
The Leader's Role 93
Team Members' Roles 96
The Project Purpose 99
A Learning Frame Versus an Execution Frame 102
Changing Frames 104
Leadership Summary 111
Lessons and Actions 112
4 Making It Safe to Team 115
Trust and Respect 118
Psychological Safety for Teaming and Learning 125
The Effect of Hierarchy on Psychological Safety 131
Cultivating Psychological Safety 135
Leadership Summary 145
Lessons and Actions 146
5 Failing Better to Succeed Faster 149
The Inevitability of Failure 150
The Importance of Small Failures 151
Why It's Diffi cult to Learn from Failure 154
Failure Across the Process Knowledge Spectrum 160
Matching Failure Cause and Context 164
Developing a Learning Approach to Failure 168
Strategies for Learning from Failures 170
Leadership Summary 182
Lessons and Actions 183
6 Teaming Across Boundaries 185
Teaming Despite Boundaries 191
Visible and Invisible Boundaries 193
Three Types of Boundaries 197
Teaming Across Common Boundaries 201
Leading Communication Across Boundaries 212
Leadership Summary 215
Lessons and Actions 216
Part Three Execution-as-learning
7 Putting Teaming and Learning to Work 221
Execution-as-Learning 222
Using the Process Knowledge Spectrum 229
Facing a Shifting Context at Telco 234
Learning That Never Ends 240
Keeping Learning Alive 252
Leadership Summary 254
Lessons and Actions 256
8 Leadership Makes It Happen 257
Leading Teaming in Routine Production at Simmons 258
Leading Teaming in Complex Operations at Children's
Hospital 265
Leading Teaming for Innovation at IDEO 276
Leadership Summary 283
Moving Forward 285
Notes 289
Acknowledgments 309
About the Author 313
Index 315

Über Autor(innen)

Amy C. Edmondson is the Novartis Professorof Leadership and Management at the Harvard Business School, where she teaches coursesin leadership, organizational learning, andoperations management in the MBA andExecutive Education programs.