The next level of breakthrough thinking in organizational learning, leadership, and change Harvard professor Amy Edmondson shows how leaders can make organizational learning happen by building teams that learn. Based on years of research and case studies from Verizon, Bank of America, and Children's Hospital, Edmondson outlines the factors that typically prevent groups from learning, such as the fear of failure, groupthink, power structures, and information hording. She shows how leaders can control these factors by encouraging reflection, creating psychological safety, and overcoming defensive routines that inhibit the sharing of ideas, among others. Leaders can use practical management strategies to help organizations realize the benefits inherent in both success and failure.
Amy C. Edmondson is the Novartis Professorof Leadership and Management at the Harvard Business School, where she teaches coursesin leadership, organizational learning, andoperations management in the MBA andExecutive Education programs.
Foreword by Edgar H. Schein xi Introduction 1 Part One Teaming 1 A New Way of Working 11 Teaming Is a Verb 12 Organizing to Execute 15 The Learning Imperative 19 Learning to Team, Teaming to Learn 24 Organizing to Learn 26 Execution-as-Learning 30 The Process Knowledge Spectrum 32 A New Way of Leading 38 Leadership Summary 42 Lessons and Actions 42 2 Teaming to Learn, Innovate, and Compete 45 The Teaming Process 50 Four Pillars of Effective Teaming 51 The Benefi ts of Teaming 56 Social and Cognitive Barriers to Teaming 60 When Conflict Heats Up 67 Leadership Actions That Promote Teaming 75 Leadership Summary 78 Lessons and Actions 79 Part Two Organizing To Learn 3 The Power of Framing 83 Cognitive Frames 84 Framing a Change Project 89 The Leader's Role 93 Team Members? Roles 96 The Project Purpose 99 A Learning Frame Versus an Execution Frame 102 Changing Frames 104 Leadership Summary 111 Lessons and Actions 112 4 Making It Safe to Team 115 Trust and Respect 118 Psychological Safety for Teaming and Learning 125 The Effect of Hierarchy on Psychological Safety 131 Cultivating Psychological Safety 135 Leadership Summary 145 Lessons and Actions 146 5 Failing Better to Succeed Faster 149 The Inevitability of Failure 150 The Importance of Small Failures 151 Why It?s Diffi cult to Learn from Failure 154 Failure Across the Process Knowledge Spectrum 160 Matching Failure Cause and Context 164 Developing a Learning Approach to Failure 168 Strategies for Learning from Failures 170 Leadership Summary 182 Lessons and Actions 183 6 Teaming Across Boundaries 185 Teaming Despite Boundaries 191 Visible and Invisible Boundaries 193 Three Types of Boundaries 197 Teaming Across Common Boundaries 201 Leading Communication Across Boundaries 212 Leadership Summary 215 Lessons and Actions 216 Part Three Execution-as-learning 7 Putting Teaming and Learning to Work 221 Execution-as-Learning 222 Using the Process Knowledge Spectrum 229 Facing a Shifting Context at Telco 234 Learning That Never Ends 240 Keeping Learning Alive 252 Leadership Summary 254 Lessons and Actions 256 8 Leadership Makes It Happen 257 Leading Teaming in Routine Production at Simmons 258 Leading Teaming in Complex Operations at Children?s Hospital 265 Leading Teaming for Innovation at IDEO 276 Leadership Summary 283 Moving Forward 285 Notes 289 Acknowledgments 309 About the Author 313 Index 315