Description: Teaming is broken into three parts so that leaders and practitioners can easily find the topics or the core activities that fuel teaming efforts. Part One answers basic questions around teaming, such as: How does it work? What does it take for people to learn how to team? What do people do when teaming? How does teaming produce organizational learning? Part Two looks at four leadership actions that enable teaming and learning, providing an up-close look at how people work together in a wide variety of organizational contexts. Part Three shows how to implement teaming on an organizational level and offers three case studies that examine different potential learning outcomes, including process improvement, problem solving, and innovation. The book also includes: Exhibits and bulleted lists containing critical strategies, definitions, and distinctions Tables outlining specific leadership strategies that reflect best practices assembled through decades of extensive research Sidebars that add context to salient ideas and provide additional resources Vignettes and real-world examples that help illustrate key lessons and stimulate reflection Chapter-ending summary sections to help readers review critical concepts
Brief description: Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, renowned for her research on psychological safety over twenty years. Her award-winning work has appeared in The New York Times, The Wall Street Journal, the Financial Times, Psychology Today, Fast Company, Harvard Business Review, and more. Named by Thinkers50 in 2021 as the #1 Management Thinker in the world, Edmondson's Ted Talk "How to Turn a Group of Strangers into a Team" has been viewed over three million times. She received her PhD, AM, and AB from Harvard University. She lives in Cambridge, Massachusetts, and is the author of Right Kind of Wrong, The Fearless Organization, and Teaming.