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Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy: What Leaders Must Do to Foster Organizational Learning (Englisch) Gebundene Ausgabe – 13. April 2012

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The next level of breakthrough thinking in organizational learning, leadership, and change Harvard professor Amy Edmondson shows how leaders can make organizational learning happen by building teams that learn. Based on years of research and case studies from Verizon, Bank of America, and Children's Hospital, Edmondson outlines the factors that typically prevent groups from learning, such as the fear of failure, groupthink, power structures, and information hording. She shows how leaders can control these factors by encouraging reflection, creating psychological safety, and overcoming defensive routines that inhibit the sharing of ideas, among others. Leaders can use practical management strategies to help organizations realize the benefits inherent in both success and failure.


In the knowledge economy, teams are the principle means by which work gets done and organizational value is created. In this groundbreaking book, Harvard Business School professor Amy Edmondson draws on her 20 years of research on teams in a variety of organizational settings to show how and why organizational success or failure is dependent on a team's ability to "team"--to learn and adapt to their environment and to each other.
Using illustrative examples from such leading organizations as Intermountain Healthcare, Prudential, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, the author describes the basic teaming activities and conditions that determine how work gets done, how leaders help make it happen, and how a safe interpersonal environment frees up people to focus on innovation. Throughout the book, Edmondson's guidelines offer a supportive framework for understanding and responding to the dynamics of collective learning. Designed as a practical resource, the book is filled with ideas, solutions, and strategies appropriate for all types and sizes of organizations.
Teaming is broken into three parts so that leaders and practitioners can easily find topics and identify the core activities that fuel teaming efforts. Part One answers basic questions about teaming, such as: How does it work? What does it take for people to learn how to team? What do people do when teaming? How does teaming produce organizational learning? Part Two looks at four leadership actions that enable teaming and learning, providing an up-close look at how people work together in a wide variety of organizational contexts. Part Three shows how to implement teaming on an organizational level and offers three case studies that examine different potential learning outcomes, including process improvement, problem solving, and innovation.
Teaming shows how any organization can figure out how to learn in order to remain competitive and relevant in today's complex and global organizational landscape.

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16 von 16 Kunden fanden die folgende Rezension hilfreich
Simply Brilliant. 19. April 2012
Von Davis Liu - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
Professor Amy Edmondson of Harvard Business school has crafted a practical evidenced based book on how leaders and organizations must approach the increasing complexity of problems they face. Unlike the mindset of execution, which was successful in the past, Professor Edmondson demonstrates that in an increasingly competitive global economy a different approach is needed.

Organizations must learn by teaming.

She provides leaders a clear understanding of how individual and organizational psychology, the reality of hierarchical status, cultural differences, and distance can and do separate team members which can prevent successful teaming. Leaders can close these gaps by understanding the existence of these obstacles and by adapting their leadership style to support and facilitate teaming successfully. She demonstrates the challenges as well as the solutions where teaming has gone well and not so well (the "impossible" rescue of miners in Chile and space shuttle Columbia tragedy) with numerous case studies and insights.

Professor Edmondson also notes that leaders must also thoughtfully identify where the challenges they face fit on the Process Knowledge Spectrum (routine, complex, or innovation). Routine operations could be a car manufacturing plant where outcomes and certainty are known. At the other extreme, innovation operations, like an academic research lab, the outcomes and certainty are quite unknown. Although the teaming framework applies, the leader's specific behaviors and actions change. Having excellent outcomes and teaming necessitates matching the right approach to the correct operation.

Interestingly to maximize learning, conflict and failure are necessary for teaming to be successful. These can only occur if leaders create an environment of psychological safety. Learning thoughtfully from these failures and framing them as essential for continuous improvement and innovation is key for organizations to benefit from teaming.

"For over a century, we've focused too much on relentless execution and depended too much on fear to get things done. That era is over...human and organizational obstacles to teaming and learning can be overcome...Few of today's most pressing social problems can be solved within the four walls of any organization, no matter how enlightened or extraordinary... Generating ideas to solve problems is the currency of the future; teaming is the way to develop, implement, and improve those ideas."

Although at times, the conclusions from her twenty years of research and observation seem counterintuitive, her findings and stories woven into a actionable framework and structure makes Teaming--How Organizations Learn, Innovate, and Compete in the Knowledge Economy compelling. It is destined to be a classic reference for leaders today and in the foreseeable future as they lead their colleagues and organizations into confronting and solving increasingly complex problems and challenges.
2 von 2 Kunden fanden die folgende Rezension hilfreich
Why and how the most valuable organizational learning occurs: through teams 14. Mai 2012
Von Robert Morris - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
Amy Edmondson characterizes "teaming" as "teamwork on the fly." It could also be termed "informal collaboration on steroids." Whatever, the fact remains that human beings have been exchanging information at least since the discovery of caves as shelters. Edmondson observes, "Though teaming refers to a dynamic activity rather than to a traditional, bounded group structure, many of its purposes and benefits are grounded in basic principles of teams and teamwork. Among the benefits of teams is their ability to integrate diverse expertise as needed to accomplish many important tasks." In what Peter Senge characterizes as the "total learning organization," everyone is both a teacher and a student, depending on the given information exchange. The extent to which teaming is spontaneous is determined by the extent to which it is allowed to be. (The same is true of innovative thinking.)

Edmonson explains how to achieve major strategic objectives, such as these discussed in the first chapter:

o Formulating a new way of thinking about new ways to team (viewed as a verb)
o Organizing to execute
o Learning to team and teaming to learn
o Establishing the process knowledge spectrum
o Formulating new ways of thinking about new ways to lead

Edmonson's approach in each of the eight chapters is to identify, briefly, the "what" of some dimension or component of teaming and then devote most of her (and her reader's) attention to "how" to make it happen. She also makes skillful use of two reader-friendly devices at the conclusion of each chapter: "Leadership Summary" and "Lessons and Actions." They serve two separate but immensely important purposes: they highlight key points and essential execution issues, and, they facilitate, indeed expedite frequent review later.

I also appreciate the fact that Edmondson inserts several dozen Tables (e.g. 6.1: "Common Boundaries That Impede Teaming and Organizational Learning," on Page 202) and Exhibits (e.g. 4.2: "The Benefits of Psychological Safety," Page 126) that provide essential supplementary information. Moreover, she makes excellent use of checklists of key points or sequences of action steps, also inserted throughout her lively and eloquent narrative. The ones that caught my eye include:

o Obstacles to effective teaming (Pages 61-66)
o Steps for developing and reinforcing a learning frame (Pages 104-107)
o Developing a learning approach to failure (Pages 168-170)
o Using the process knowledge spectrum (Pages 229-234)

A brief commentary such as this can only begin to suggest the scope and depth of Edmondson's rigorous and substantive examination of how organizations, learn, innovate, and compete in the knowledge economy. As I worked my way through the book, I was reminded of relevant passages in two other books I have read recently. First, from Tom Davenport's latest book, Judgment Calls, co-authored with Brooke Manville. They offer "an antidote for the Great Man theory of decision making and organizational performance": [begin italics] organizational judgment [end italics]. That is, "the collective capacity to make good calls and wise moves when the need for them exceeds the scope of any single leader's direct control."

And now, a brief excerpt from Paul Schoemaker's latest book, Brilliant Mistakes: "The key question companies need to address is not `[begin italics] Should [end italics] we make mistakes?' but rather `[begin italics] Which [end italics] mistakes should we make in order to test our deeply held assumptions?'"

As Amy Edmondson, explains so convincingly, teaming can maximize the quality, impact, and value of both organizational judgment and purposeful mistakes. Bravo!
1 von 1 Kunden fanden die folgende Rezension hilfreich
"Leadership Makes It Happen" 5. Juni 2012
Von Karen Fine Coburn - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
With "Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy," Professor Edmondson has written a book rich in its research roots, engaging in its use of cases, unusual in the depth of its cross disciplinary perspective, and packed with bulleted advice you can put to work immediately. Even highly enlightened leaders, will come away with many new insights that will make them reexamine how they lead, and the organizational culture they have fostered.

Basing her conclusions on decades of research in organizations as diverse as hospitals, government agencies, and Fortune 100 firms, Edmondson writes about "the right leadership mindset to optimize outcomes" - work environments that are organized for learning, in which the fear factor has been removed and employees are encouraged to experiment and take reasonable risks, resulting in increased innovation. She explains, "This way of working allows employees to grow personally and professionally" and also leads to mission success.

Professor Edmondson explores the social and cognitive barriers to teaming, drawing on bodies of psychological research. She then distills her findings into remarkably practical advice for the reader.

For example, there is an entire chapter devoted to "the power of framing" - "a crucial leadership action for enrolling people in any substantial behavior change" - followed by another that is entitled, "Making it Safe to Team." Here we learn about the role of leaders in creating a psychologically safe environment, which research shows delivers the following crucial benefits: "...it encourages speaking up, enables clarity of thought, supports productive conflict, mitigates failure, promotes innovation, moderates the relationship between goals and performance, and increases employee accountability." Bulleted lists such as, "Signs That a Workplace is Psychologically Safe" give the reader concrete "takeaways" that can be readily applied.

Many of the ideas Professor Edmondson explores will resonate with IT and engineering executives, who are applying Agile methodologies to project management and software development. They are especially pertinent for those heading up Product Development.

But it's hard to imagine any reader, particularly one in a leadership position, who will not come away with an entirely fresh perspective. The title of the last chapter says it all - "Leadership Makes It Happen." With Teaming, Edmondson has created a fast-reading and thoroughly engaging text that will improve the effectiveness of every leader who taps into her wisdom.

Karen Fine Coburn, President & CEO, Cutter Consortium
1 von 1 Kunden fanden die folgende Rezension hilfreich
Teaming taken to an entirely new level 30. September 2012
Von WaylandWarrior - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe Verifizierter Kauf
Professor Edmondson has taken years of observation and insight and brought to the workplace a new way to think about learning- through teamwork. Just like technology is changing the way business works, this new approach to teaming can deliver leverage far beyond the traditional positive effects of teaming; it builds on teaming by super-charging it with learning and ultimately creating a cycle that delivers more with each iteration.

The highly pragmatic examples make it come to life and the comparisons of success vs. failure make it clear that more than anything, this is a learning paradigm. It applies to organizations of any size, shape or objective; in fact I can't think of an organization from the Boy Scouts to IBM that couldn't benefit from the insights in this book.

Bill Hewitt
President & CEO, Kalido
Breakthrough work on collaboration 5. Mai 2014
Von James Thomas - Veröffentlicht auf Amazon.com
Format: Gebundene Ausgabe
This breakthrough work brings together Edmondson's own research along with a considerable survey of other academics' work on teaming and organizational culture and makes the link between teaming and organizational learning capabilities crystal clear.

Through real world teaming examples across diverse industries, Edmondson demonstrates how optimal teaming behaviors, supported by appropriate organizational cultures and leadership promoting a collaborative learning environment, leads to the adaptable and resilient performance we aspire to achieve.

Edmondson builds a detailed framework for understanding the complex behavior of individuals within teams in response to signals team members interpret from each other, from leaders, and from the broader organizational climate, and how these behaviors aggregate to produce overall team performance.

More importantly, she develops this framework into a model that we can adopt to develop these optimal teaming and leadership behaviors and mindsets, to enhance our own teaming and organizational learning capabilities, and also to embed these behaviors and mindsets into our organizational culture for sustained organizational resilience.

Teaming offers us a template for how we should be approaching the kind of flexible and adaptive collaboration required to not only deliver multi-discipline work across multiple geographic locations, but also to develop the very systems and practices that we will need to turn our organizations into more adaptable learning systems.

Edmondson's book provides a new way for all of us to think about this work and details the tools (mindsets and practices) that will enable all of us to contribute to consistent delivery of the valuable work that results from effective teaming across our entire organization.

Go buy a copy now!
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