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Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy Vital Source e-bog
Amy C. Edmondson
(2012)
Teaming Vital Source e-bog
Amy C. Edmondson
(2012)
Teaming
How Organizations Learn, Innovate, and Compete in the Knowledge Economy
Amy C. Edmondson
(2012)
Sprog: Engelsk
om ca. 15 hverdage
Detaljer om varen
- 1. Udgave
- Vital Source searchable e-book (Fixed pages)
- Udgiver: John Wiley & Sons (Marts 2012)
- ISBN: 9781118216774
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.
Bookshelf online: 5 år fra købsdato.
Bookshelf appen: ubegrænset dage fra købsdato.
Udgiveren oplyser at følgende begrænsninger er gældende for dette produkt:
Print: 10 sider kan printes ad gangen
Copy: højest 2 sider i alt kan kopieres (copy/paste)
Detaljer om varen
- 1. Udgave
- Vital Source searchable e-book (Reflowable pages)
- Udgiver: John Wiley & Sons (Marts 2012)
- ISBN: 9781118216767
Bookshelf online: 5 år fra købsdato.
Bookshelf appen: ubegrænset dage fra købsdato.
Udgiveren oplyser at følgende begrænsninger er gældende for dette produkt:
Print: 70 sider kan printes ad gangen
Copy: højest 2 sider i alt kan kopieres (copy/paste)
Detaljer om varen
- Hardback: 352 sider
- Udgiver: John Wiley & Sons, Limited (April 2012)
- ISBN: 9780787970932
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.
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 Benefits 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 Difficult 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
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