Extreme Teaming: Lessons in Complex, Cross-Sector Leadership

by Amy C. Edmondson, Jean-François Harvey, Henry W. Chesbrough (Foreword by)

Overview

Today’s global enterprises increasingly involve collaborative work by teams of experts operating across different professions, organizations, and industries. Extreme Teaming provides new insights into the world of complex, cross industry projects and the ways they must be managed. 

Leading experts Amy Edmondson and Jean-François Harvey analyze contemporary cases that expose the complex demands of cross-boundary collaboration on management, and inform our understanding of teams. Containing powerful insights and practical guidelines that allow managers to bridge professional divides and organizational boundaries in order to work together effectively, this is a new exploration of the challenges involved in today’s global enterprises. 

The authors demonstrate that the work done in the modern organization is less and less about looking inward and creating strong teams inside the company, and more about teaming across boundaries – that often are in flux. 

Extreme Teaming is a must-read book for all courses related to leading open innovation; teamwork and collaboration; project management; and cross-boundary work.

Product Details

ISBN-13:	9781786354501
Publisher:	Emerald Publishing Limited
Publication date:	09/26/2017
Edition description:	New Edition
Pages:	224
Sales rank:	122,559
Product dimensions:	6.20(w) x 9.20(h) x 0.80(d)

About the Author

Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School. 

Jean-Francois Harvey is Assistant Professor in the Department of Entrepreneurship & Innovation at HEC, Montreal.

Table of Contents

Foreword 
Introduction 

Part I: Trends Giving Rise to Extreme Teaming 
1. Why Extreme Teaming Matters 
2. Leading Teams and Teaming 
3. The Challenges of Extreme Teaming 

Part II: Four Leadership Functions that Enable Extreme Teaming  
4. Build an Engaging Vision 
5. Cultivate Psychological Safety 
6. Develop Shared Mental Models 
7. Empower Agile Execution 

Part III: Looking Back and Moving Forward 
8. A Model of Leadership for Extreme Teaming
9. Directions for Future Research and Practice References

Editorial Reviews

Viewing teaming as a process, the authors describe project teams that cross disciplinary, organizational, and industry boundaries to innovate. They contend that leadership is key to this extreme type of teaming and present qualitative research to understand the leadership functions allowing for success in these challenging situations. They consider how diverse groups of people collaborate to accomplish challenging innovation goals, requiring them to master new content, build new relationships, and integrate their ideas and expertise to produce high-value output, first discussing the need for extreme teaming, the main team leadership theories and the need for a taxonomy centered on the extreme teaming context, and team development and team diversity. They then present their findings from a multiyear study of various industries, to enumerate four interdependent leadership functions fostering extreme teaming and innovation results: building an engaging vision, cultivating psychological safety, developing shared mental models, and empowering agile execution. They end with a section on the implications of the findings and a model of the four functions.

Annotation ©2017

Viewing teaming as a process, the authors describe project teams that cross disciplinary, organizational, and industry boundaries to innovate. They contend that leadership is key to this extreme type of teaming and present qualitative research to understand the leadership functions allowing for success in these challenging situations. They consider how diverse groups of people collaborate to accomplish challenging innovation goals, requiring them to master new content, build new relationships, and integrate their ideas and expertise to produce high-value output, first discussing the need for extreme teaming, the main team leadership theories and the need for a taxonomy centered on the extreme teaming context, and team development and team diversity. They then present their findings from a multiyear study of various industries, to enumerate four interdependent leadership functions fostering extreme teaming and innovation results: building an engaging vision, cultivating psychological safety, developing shared mental models, and empowering agile execution. They end with a section on the implications of the findings and a model of the four functions.

Annotation ©2017