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Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy Hardcover


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Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy + Teaming to Innovate + Leading Teams: Setting the Stage for Great Performances
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Product Details

  • Hardcover: 336 pages
  • Publisher: Jossey-Bass; 1 edition (April 3, 2012)
  • Language: English
  • ISBN-10: 078797093X
  • ISBN-13: 978-0787970932
  • Product Dimensions: 9.1 x 6.1 x 1.3 inches
  • Shipping Weight: 1.3 pounds (View shipping rates and policies)
  • Average Customer Review: 4.9 out of 5 stars  See all reviews (15 customer reviews)
  • Amazon Best Sellers Rank: #29,651 in Books (See Top 100 in Books)

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Concise, well chunked, and informative.
Choux
Leaders can close these gaps by understanding the existence of these obstacles and by adapting their leadership style to support and facilitate teaming successfully.
Davis Liu
Moreover, she makes excellent use of checklists of key points or sequences of action steps, also inserted throughout her lively and eloquent narrative.
Robert Morris

Most Helpful Customer Reviews

10 of 10 people found the following review helpful By Davis Liu on April 18, 2012
Format: Hardcover
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.
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Format: Hardcover
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.
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1 of 1 people found the following review helpful By William M Hewitt on September 29, 2012
Format: Hardcover Verified Purchase
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
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1 of 1 people found the following review helpful By Karen Fine Coburn on June 5, 2012
Format: Hardcover
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: "...
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