Teaming: How Organizations Learn

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Overview

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 ...

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More About This Book

Overview

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.

Product Details

  • ISBN-13: 9780787970932
  • Publisher: Wiley, John & Sons, Incorporated
  • Publication date: 3/16/2012
  • Pages: 272
  • Sales rank: 195,936
  • Product dimensions: 6.10 (w) x 9.10 (h) x 1.30 (d)

Table of Contents

Foreword (Edgar H. Schein)

Introduction

Part One: Teaming

1 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

2 Teaming to Learn, Innovate, and Compete

The Teaming Process

Four Pillars of Effective Teaming

The Benefits of Teaming

Social and Cognitive Barriers to Teaming

When Conflict Heats Up

Leadership Actions That Promote Teaming

Leadership Summary

Lessons and Actions

Part Two: Organizing to Learn

3 The Power of Framing

Cognitive Frames

Framing a Change Project

The Leader's Role

Team Members' Roles

The Project Purpose

A Learning Frame Versus an Execution Frame

Changing Frames

Leadership Summary

Lessons and Actions

4 Making It Safe to Team

Trust and Respect

Psychological Safety for Teaming and Learning

The Effect of Hierarchy on Psychological Safety

Cultivating Psychological Safety

Leadership Summary

Lessons and Actions

5 Failing Better to Succeed Faster

The Inevitability of Failure

The Importance of Small Failures

Why It's 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

6 Teaming Across Boundaries

Teaming 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

7 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

8 Leadership Makes It Happen

Leading Teaming in Routine Production at Simmons

Leading Teaming in Complex Operations at Children's Hospital

Leading Teaming for Innovation at IDEO

Leadership Summary

Moving Forward

Notes

Acknowledgments

About the Author

Index

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