Front cover image for Teaming : how organizations learn, innovate, and compete in the knowledge economy

Teaming : how organizations learn, innovate, and compete in the knowledge economy

New breakthrough thinking in organizational learning, leadership, and changeContinuous 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. Presents a clear explanation of practical management concepts for increasing learning capability for business resultsIntroduces a framework that clarifies how learning processes must be altered for different kinds of workExplains how Collaborative Learning works, and gives tips for how to do it wellIncludes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, among othersBased on years of research, this book shows how leaders can make organizational learning happen by building teams that learn
eBook, English, ©2012
Jossey-Bass, San Francisco, CA, ©2012
1 online resource
9781118216767, 9781118216743, 9781118216774, 1118216768, 1118216741, 1118216776
772528333
Endorsements
Title page
Copyright
Foreword
Dedication
Introduction
Part One: Teaming
Chapter One: A New Way of 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 TeamingWhen 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 Leaderâ€"! Role
Team Membersâ€"!Roles
The Project Purpose
A Learning Frame Versus an Execution Frame
Changing Frames
Leadership Summary
LESSONS AND ACTIONS
Chapter Four: Making It Safe to Team
Trust and Respect Psychological Safety for Teaming and LearningThe 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 Itâ€"! 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 BoundariesTeaming 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 HappenLeading Teaming in Routine Production at Simmons
Leading Teaming in Complex Operations at Childrenâ€"! Hospital
Leading Teaming for Innovation at IDEO
Leadership Summary
Moving Forward
Acknowledgments
About the Author
Index