Teaming

How Organizations Learn, Innovate, and Compete in the Knowledge Economy

Business & Finance, Human Resources & Personnel Management, Organizational Behavior
Cover of the book Teaming by Amy C. Edmondson, Wiley
View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart
Author: Amy C. Edmondson ISBN: 9781118216767
Publisher: Wiley Publication: March 20, 2012
Imprint: Jossey-Bass Language: English
Author: Amy C. Edmondson
ISBN: 9781118216767
Publisher: Wiley
Publication: March 20, 2012
Imprint: Jossey-Bass
Language: English

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.

  • Presents a clear explanation of practical management concepts for increasing learning capability for business results
  • Introduces a framework that clarifies how learning processes must be altered for different kinds of work
  • Explains how Collaborative Learning works, and gives tips for how to do it well
  • Includes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, among others

Based on years of research, this book shows how leaders can make organizational learning happen by building teams that learn.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

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.

Based on years of research, this book shows how leaders can make organizational learning happen by building teams that learn.

More books from Wiley

Cover of the book Building Dependable Distributed Systems by Amy C. Edmondson
Cover of the book Alternative pre-mRNA Splicing by Amy C. Edmondson
Cover of the book Managing Projects by Amy C. Edmondson
Cover of the book The Copywriter's Toolkit by Amy C. Edmondson
Cover of the book Sequence-Controlled Polymers by Amy C. Edmondson
Cover of the book So leicht geht Achtsamkeit für Dummies by Amy C. Edmondson
Cover of the book Evidence-Based Pediatric Oncology by Amy C. Edmondson
Cover of the book Debt, Deficits, and the Demise of the American Economy by Amy C. Edmondson
Cover of the book Convective Heat Transfer by Amy C. Edmondson
Cover of the book People Buy You by Amy C. Edmondson
Cover of the book Reinventing Talent Management by Amy C. Edmondson
Cover of the book Revisiting the Jewish Question by Amy C. Edmondson
Cover of the book Oilfield Chemistry and its Environmental Impact by Amy C. Edmondson
Cover of the book Computational Liquid Crystal Photonics by Amy C. Edmondson
Cover of the book Art Psychotherapy by Amy C. Edmondson
We use our own "cookies" and third party cookies to improve services and to see statistical information. By using this website, you agree to our Privacy Policy