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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, group think, 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. Key Features: FIRST BOOK BY RISING STAR ACADEMIC AUTHOR 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 About the Author Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, where she teaches courses in leadership, organizational learning and operations management in the MBA and Executive Education programs. Her writings on organizational learning and leadership have been published in more than 60 articles in academic and management journals, and she has consulted widely on these topics for organizations around the world. Before her academic career, she was Director of Research at Pecos River Learning Centers, where she worked with founder and CEO Larry Wilson to design and implement change programs in large companies including General Motors, DuPont, Sears and others. Her recent consulting activities include projects on organizational learning and team effectiveness in such organizations as Federal Express, The Monitor Company, Nortel, American Heart Association, and Harvard Pilgrim Health Care. She lives outside of Boston, Massachusetts. Table of Contents Introduction Part One Teaming A 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 Learn The Power of Framing Cognitive Frames Framing a Change Project The 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-learning Putting 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's Hospital Leading Teaming for Innovation at IDEO Leadership Summary Moving Forward Notes Acknowledgments About the Author Index