New breakthrough thinking in organizational learning, leadership, and changeContinuous 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.
<ul>
<li>Presents a clear explanation of practical management concepts for increasing learning capability for business results</li>
<li>Introduces a framework that clarifies how learning processes must be altered for different kinds of work</li>
<li>Explains how Collaborative Learning works, and gives tips for how to do it well</li>
<li>Includes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, among others</li>
</ul>
Based on years of research, this book shows how leaders can make organizational learning happen by building teams that learn.

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

Business & Money

Amy C. Edmondson

Management & Leadership

Jossey-Bass/Pfeiffer

Success Through Algebra: How to Take the Mystery Out of Algebra/Vhs (Learning Forum)

Learning Forum

Edgar H. Schein

Jossey-Bass

New breakthrough thinking in organizational learning, leadership, and change 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. <ul> <li>Presents a clear explanation of practical management concepts for increasing learning capability for business results</li> <li>Introduces a framework that clarifies how learning processes must be altered for different kinds of work</li> <li>Explains how Collaborative Learning works, and gives tips for how to do it well</li> <li>Includes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, among others</li> </ul> Based on years of research, this book shows how leaders can make organizational learning happen by building teams that learn.

The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth

wiley

New breakthrough thinking in organizational learning, leadership, and change. 
 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. 
<ul>
<li>Presents a clear explanation of practical management concepts for increasing learning capability for business results </li>
<li>Introduces a framework that clarifies how learning processes must be altered for different kinds of work </li>
<li>Explains how Collaborative Learning works, and gives tips for how to do it wel </li>
<li>Includes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, among others </li>
</ul>

Teaming

Audible Studios on Brilliance Audio

Today's global enterprises increasingly involve collaborative work by teams of experts operating across different professions, organizations, and industries. Extreme Teaming provides new insights into the world of complex, cross industry projects and the ways they must be managed. Leading experts Amy Edmondson and Jean-François Harvey analyze contemporary cases that expose the complex demands of cross-boundary collaboration on management, and inform our understanding of teams. Containing powerful insights and practical guidelines that allow managers to bridge professional divides and organizational boundaries in order to work together effectively, this is a new exploration of the challenges involved in today's global enterprises. The authors demonstrate that the work done in the modern organization is less and less about looking inward and creating strong teams inside the company, and more about teaming across boundaries - that often are in flux. Extreme Teaming is a must-read book for all courses related to leading open innovation; teamwork and collaboration; project management; and cross-boundary work.

Extreme Teaming: Lessons in Complex, Cross-Sector Leadership

Jean-François Harvey

International

Emerald Publishing

Right Kind of Wrong

Penguin

Right Kind of Wrong: Why Learning to Fail Can Teach Us to Thrive

Cornerstone Press

New breakthrough thinking in organizational learning, leadership, and change 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. * Presents a clear explanation of practical management concepts for increasing learning capability for business results * Introduces a framework that clarifies how learning processes must be altered for different kinds of work * Explains how Collaborative Learning works, and gives tips for how to do it well * Includes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, among others Based on years of research, this book shows how leaders can make organizational learning happen by building t

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

Wiley-India

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Books by Amy C. Edmondson