Teaming : how organizations learn, innovate, and compete in the knowledge economy

Teaming : how organizations learn, innovate, and compete in the knowledge economy / Amy C. Edmondson ; foreword by Edgar H. Schein.

"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...

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Bibliographic Details
Main Author: Edmondson, Amy C.
Format: eBook
Language:English
Published: San Francisco, CA : Jossey-Bass, ©2012.
Subjects:
Teams in the workplace.
Organizational learning.
BUSINESS & ECONOMICS > Corporate Governance.
BUSINESS & ECONOMICS > Leadership.
BUSINESS & ECONOMICS > Organizational Development.
BUSINESS & ECONOMICS > Workplace Culture.
Organizational learning
Teams in the workplace
Lärande organisationer.
Online Access:Click for online access
Table of Contents:
  • Endorsements
  • Title page
  • Copyright
  • Foreword
  • Dedication
  • Introduction
  • Part One: Teaming
  • Chapter One: 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
  • Chapter Two: Teaming to Learn, Innovate, and Compete
  • The Teaming Process
  • Four Pillars of Effective Teaming
  • The Benefits of Teaming
  • Social and Cognitive Barriers to TeamingWhen Conflict Heats Up
  • Leadership Actions That Promote Teaming
  • Leadership Summary
  • LESSONS AND ACTIONS
  • Part Two: Organizing to Learn
  • Chapter Three: The Power of Framing
  • Cognitive Frames
  • Framing a Change Project
  • The Leaderâ€"! Role
  • Team Membersâ€"!Roles
  • The Project Purpose
  • A Learning Frame Versus an Execution Frame
  • Changing Frames
  • Leadership Summary
  • LESSONS AND ACTIONS
  • Chapter Four: Making It Safe to Team
  • Trust and Respect
  • Psychological Safety for Teaming and LearningThe Effect of Hierarchy on Psychological Safety
  • Cultivating Psychological Safety
  • Leadership Summary
  • LESSONS AND ACTIONS
  • Chapter Five: Failing Better to Succeed Faster
  • The Inevitability of Failure
  • The Importance of Small Failures
  • Why Itâ€"! 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
  • Chapter Six: Teaming Across BoundariesTeaming 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
  • Chapter Seven: 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
  • Chapter Eight: Leadership makes It HappenLeading Teaming in Routine Production at Simmons
  • Leading Teaming in Complex Operations at Childrenâ€"! Hospital
  • Leading Teaming for Innovation at IDEO
  • Leadership Summary
  • Moving Forward
  • Acknowledgments
  • About the Author
  • Index

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