Teaming: How Organizations Learn, Innovate, And Compete In The Knowledge Economy Description
About the Book :
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.
Interesting Facts :
FIRST BOOK BY RISING STAR ACADEMICAUTHOR PLATFORM: Edmondson is a widely cited and highly respected academic, researcher, and consultant with published articles in HBR, California Management Review, Administrative Science Quarterly, Academy of Management Review, and Financial Times, among others. She is a regular presenter at Academy of Management, SIOP, Harvard, MIT and Stanford symposiums, and the American Psychological Association.FOREWORD BY ED SCHEIN, author of Organizational Culture and Leadership
Introduction Part One TeamingA 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 Teaming to Learn, Innovate, and Compete The Teaming Process Four Pillars of Effective Teaming The Benefi ts of Teaming Social and Cognitive Barriers to Teaming When Conflict Heats Up Leadership Actions That Promote Teaming Leadership Summary Lessons and Actions Part Two Organizing To LearnThe Power of Framing Cognitive Frames Framing a Change ProjectThe Leader's Role Team Members' Roles The Project Purpose A Learning Frame Versus an Execution Frame Changing Frames Leadership Summary Lessons and Actions Making It Safe to Team Trust and Respect Psychological Safety for Teaming and Learning The Effect of Hierarchy on Psychological Safety Cultivating Psychological Safety Leadership Summary Lessons and Actions Failing Better to Succeed Faster The Inevitability of Failure The Importance of Small Failures Why It's Diffi cult 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 6 Teaming Across Boundaries Teaming 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-learningPutting 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 Leadership Makes It Happen Leading Teaming in Routine Production at Simmons Leading Teaming in Complex Operations at Children'sHospital Leading Teaming for Innovation at IDEO Leadership Summary Moving Forward Notes AcknowledgmentsAbout the Author Index
Teaming: How Organizations Learn, Innovate, And Compete In The Knowledge Economy
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