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

January 23, 2013

9780787970932_cover.inddFrom the publisher:

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.

To read excerpts from this title, click here.

Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy, by Amy C. Edmondson ; foreword by Edgar H. Schein. San Francisco : Jossey-Bass, 2012. 334 p. ISBN 9780787970932 (hardcover)

For more information on the availability of this title from the University of Toronto Libraries catalogue, click here.

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