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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…mehr
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.
Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, where she teaches courses in leadership, organizational learning, and operations management in the MBA and Executive Education programs.
Inhaltsangabe
Foreword by Edgar H. Schein xi Introduction 1 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
Foreword by Edgar H. Schein xi
Introduction 1
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 Benefi ts 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 Diffi cult 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
Foreword by Edgar H. Schein xi Introduction 1 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
Foreword by Edgar H. Schein xi
Introduction 1
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 Benefi ts 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 Diffi cult 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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