{"product_id":"teaming-how-organizations-learn-innovate-and-compete-in-the-knowledge-economy-hardback-9780787970932","title":"Teaming; How Organizations Learn, Innovate, and Compete in the Knowledge Economy (Hardback) 9780787970932","description":"\u003cfont face=\"Georgia\"\u003e\r\n\u003cp\u003e\u003cfont size=\"6\"\u003eTeaming\u003c\/font\u003e\u003cbr\u003e\r\n\u003cfont size=\"5\"\u003eHow Organizations Learn, Innovate, and Compete in the Knowledge Economy\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\u003cp\u003e\u003cfont size=\"4\"\u003eAmy C. Edmondson (Author)\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e9780787970932, Wiley\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eHardback, published 13 April 2012\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e352 pages\u003cbr\u003e22.6 x 14.2 x 3.3 cm, 0.522 kg\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\r\n\r\n\r\n\r\n\u003cp align=\"justify\"\u003e\u003cstrong\u003e\u003cfont size=\"3\"\u003e\u003cb\u003eNew breakthrough thinking in organizational learning, leadership, and change\u003c\/b\u003e  \u003cp\u003eContinuous 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.\u003c\/p\u003e \u003cp\u003e\u003ci\u003eTeaming\u003c\/i\u003e 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 \u003ci\u003eTeaming\u003c\/i\u003e, 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.\u003c\/p\u003e \u003cul\u003e \u003cli\u003ePresents a clear explanation of practical management concepts for increasing learning capability for business results\u003c\/li\u003e \u003cli\u003eIntroduces a framework that clarifies how learning processes must be altered for different kinds of work\u003c\/li\u003e \u003cli\u003eExplains how Collaborative Learning works, and gives tips for how to do it well\u003c\/li\u003e \u003cli\u003eIncludes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, among others\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eBased on years of research, this book shows how leaders can make organizational learning happen by building teams that learn.\u003c\/p\u003e\u003c\/font\u003e\u003c\/strong\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003e\u003cp\u003eForeword by Edgar H. Schein xi\u003c\/p\u003e \u003cp\u003eIntroduction 1\u003c\/p\u003e \u003cp\u003e\u003cb\u003epart one teaming\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e1 A New Way of Working 11\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTeaming Is a Verb 12\u003c\/p\u003e \u003cp\u003eOrganizing to Execute 15\u003c\/p\u003e \u003cp\u003eThe Learning Imperative 19\u003c\/p\u003e \u003cp\u003eLearning to Team, Teaming to Learn 24\u003c\/p\u003e \u003cp\u003eOrganizing to Learn 26\u003c\/p\u003e \u003cp\u003eExecution-as-Learning 30\u003c\/p\u003e \u003cp\u003eThe Process Knowledge Spectrum 32\u003c\/p\u003e \u003cp\u003eA New Way of Leading 38\u003c\/p\u003e \u003cp\u003eLeadership Summary 42\u003c\/p\u003e \u003cp\u003eLessons and Actions 42\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2 Teaming to Learn, Innovate, and Compete 45\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Teaming Process 50\u003c\/p\u003e \u003cp\u003eFour Pillars of Effective Teaming 51\u003c\/p\u003e \u003cp\u003eThe Benefits of Teaming 56\u003c\/p\u003e \u003cp\u003eSocial and Cognitive Barriers to Teaming 60\u003c\/p\u003e \u003cp\u003eWhen Conflict Heats Up 67\u003c\/p\u003e \u003cp\u003eLeadership Actions That Promote Teaming 75\u003c\/p\u003e \u003cp\u003eLeadership Summary 78\u003c\/p\u003e \u003cp\u003eLessons and Actions 79\u003c\/p\u003e \u003cp\u003e\u003cb\u003epart two organizing to learn\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3 The Power of Framing 83\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eCognitive Frames 84\u003c\/p\u003e \u003cp\u003eFraming a Change Project 89\u003c\/p\u003e \u003cp\u003eThe Leader’s Role 93\u003c\/p\u003e \u003cp\u003eTeam Members’ Roles 96\u003c\/p\u003e \u003cp\u003eThe Project Purpose 99\u003c\/p\u003e \u003cp\u003eA Learning Frame Versus an Execution Frame 102\u003c\/p\u003e \u003cp\u003eChanging Frames 104\u003c\/p\u003e \u003cp\u003eLeadership Summary 111\u003c\/p\u003e \u003cp\u003eLessons and Actions 112\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4 Making It Safe to Team 115\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTrust and Respect 118\u003c\/p\u003e \u003cp\u003ePsychological Safety for Teaming and Learning 125\u003c\/p\u003e \u003cp\u003eThe Effect of Hierarchy on Psychological Safety 131\u003c\/p\u003e \u003cp\u003eCultivating Psychological Safety 135\u003c\/p\u003e \u003cp\u003eLeadership Summary 145\u003c\/p\u003e \u003cp\u003eLessons and Actions 146\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5 Failing Better to Succeed Faster 149\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Inevitability of Failure 150\u003c\/p\u003e \u003cp\u003eThe Importance of Small Failures 151\u003c\/p\u003e \u003cp\u003eWhy It’s Difficult to Learn from Failure 154\u003c\/p\u003e \u003cp\u003eFailure across the Process Knowledge Spectrum 160\u003c\/p\u003e \u003cp\u003eMatching Failure Cause and Context 164\u003c\/p\u003e \u003cp\u003eDeveloping a Learning Approach to Failure 168\u003c\/p\u003e \u003cp\u003eStrategies for Learning from Failures 170\u003c\/p\u003e \u003cp\u003eLeadership Summary 182\u003c\/p\u003e \u003cp\u003eLessons and Actions 183\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6 Teaming Across Boundaries 185\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eTeaming Despite Boundaries 191\u003c\/p\u003e \u003cp\u003eVisible and Invisible Boundaries 193\u003c\/p\u003e \u003cp\u003eThree Types of Boundaries 197\u003c\/p\u003e \u003cp\u003eTeaming Across Common Boundaries 201\u003c\/p\u003e \u003cp\u003eLeading Communication across Boundaries 212\u003c\/p\u003e \u003cp\u003eLeadership Summary 215\u003c\/p\u003e \u003cp\u003eLessons and Actions 216\u003c\/p\u003e \u003cp\u003e\u003cb\u003epart three execution-as-learning\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7 Putting Teaming and Learning to Work 221\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eExecution-as-Learning 222\u003c\/p\u003e \u003cp\u003eUsing the Process Knowledge Spectrum 229\u003c\/p\u003e \u003cp\u003eFacing a Shifting Context at Telco 234\u003c\/p\u003e \u003cp\u003eLearning That Never Ends 240\u003c\/p\u003e \u003cp\u003eKeeping Learning Alive 252\u003c\/p\u003e \u003cp\u003eLeadership Summary 254\u003c\/p\u003e \u003cp\u003eLessons and Actions 256\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8 Leadership Makes It Happen 257\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eLeading Teaming in Routine Production at Simmons 258\u003c\/p\u003e \u003cp\u003eLeading Teaming in Complex Operations at Children’s Hospital 265\u003c\/p\u003e \u003cp\u003eLeading Teaming for Innovation at IDEO 276\u003c\/p\u003e \u003cp\u003eLeadership Summary 283\u003c\/p\u003e \u003cp\u003eMoving Forward 285\u003c\/p\u003e \u003cp\u003eNotes 289\u003c\/p\u003e \u003cp\u003eAcknowledgments 309\u003c\/p\u003e \u003cp\u003eAbout the Author 313\u003c\/p\u003e \u003cp\u003eIndex 315\u003c\/p\u003e\u003c\/font\u003e\u003c\/p\u003e\r\n\r\n\u003cp\u003e\u003cfont size=\"3\"\u003eSubject Areas: Business \u0026amp; 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