What will I learn about: why modern organizations must replace rigid, industrial-era habits with fluid, dynamic collaboration systems to solve complex, ever-changing problems?

Discover why modern organizations must replace rigid, industrial-era habits with fluid, dynamic collaboration systems to solve complex, ever-changing problems.

What will I learn about: practice 'teaming'—an adaptive process similar to organizational jazz where individuals rapidly form, collaborate, and disband as circumstances demand?

Learn how to practice 'teaming'—an adaptive process similar to organizational jazz where individuals rapidly form, collaborate, and disband as circumstances demand.

What will I learn about: why the secret to modern success is learning collectively by establishing psychological safety and sharing imperfect work early to gather valuable feedback?

Understand why the secret to modern success is learning collectively by establishing psychological safety and sharing imperfect work early to gather valuable feedback.

What will I learn about: the deliberate leadership approach of building a 'learning architecture' that frames uncertainty positively and breaks down traditional organizational silos?

Master the deliberate leadership approach of building a 'learning architecture' that frames uncertainty positively and breaks down traditional organizational silos.

What will I learn about: how to 'fail well' by distinguishing between blameworthy rule violations and praiseworthy attempts at innovation, transforming setbacks into powerful learning assets?

Find out how to 'fail well' by distinguishing between blameworthy rule violations and praiseworthy attempts at innovation, transforming setbacks into powerful learning assets.

Teaming

How To Learn, Innovate, and Compete in the Knowledge Economy

Amy C. Edmondson

★ 4.1 / 5(7 ratings)

Start ListeningDownload QR code that opens AudiobookHub on the App Store

Try free on iPhoneScan to start in 5 seconds

Categories:

Management & Leadership Corporate Culture Education Career & Success

If You're Curious About These Questions...

You should listen to this audiobook

💡Have you ever wondered why traditional team structures are failing in today’s fast-paced world, and what it actually takes to master 'teaming' as a dynamic process rather than a static group?
💡What if you could create an organizational culture where learning and executing happen simultaneously, allowing your team to innovate while they work?
💡Are you curious about how the world's most successful organizations bridge professional silos to turn individual expertise into collective intelligence on the fly?

Listen to Teaming — Free Audiobook

Loading player...

Key Takeaways from Teaming

✓Discover why modern organizations must replace rigid, industrial-era habits with fluid, dynamic collaboration systems to solve complex, ever-changing problems.
✓Learn how to practice 'teaming'—an adaptive process similar to organizational jazz where individuals rapidly form, collaborate, and disband as circumstances demand.
✓Understand why the secret to modern success is learning collectively by establishing psychological safety and sharing imperfect work early to gather valuable feedback.
✓Master the deliberate leadership approach of building a 'learning architecture' that frames uncertainty positively and breaks down traditional organizational silos.
✓Find out how to 'fail well' by distinguishing between blameworthy rule violations and praiseworthy attempts at innovation, transforming setbacks into powerful learning assets.

Learning Tools

Reinforce what you learned from Teaming

Mind Map

Teaming

The Shift to Dynamic Teaming+

Execution-as-Learning+

Mastering Failure+

Complex Operations & Culture+

Quiz — Test Your Understanding

Question 1 of 7

According to Amy Edmondson, how does 'teaming' differ from traditional teamwork?

A. Teaming relies on a stable set of rules and objectives that remain unchanged over time.
B. Teaming is a fluid, adaptive process where individuals rapidly form, collaborate, and disband as needed.
C. Teaming focuses on breaking work down into simple, repeatable tasks to maximize individual efficiency.
D. Teaming requires individuals to perfect their work independently before sharing it with the group.

Question 2 of 7

Why do industrial-era management approaches, like those of Frederick Taylor and Henry Ford, fall short in today's complex environment?

A. They encourage too much risk-taking, leading to costly organizational failures.
B. They prioritize collective learning over individual accountability, which reduces overall productivity.
C. They create habits that treat failure as a mistake to be avoided and reward following procedures rather than improving them.
D. They require leaders to constantly change organizational goals, creating confusion among employees.

Question 3 of 7

How does the book distinguish between 'blameworthy' and 'praiseworthy' failures?

A. Blameworthy failures cost the company money, while praiseworthy failures result in profitable patents.
B. Blameworthy failures involve willfully or negligently violating rules, while praiseworthy failures involve attempts at innovation that didn't achieve desired outcomes.
C. Blameworthy failures are those made by entry-level employees, while praiseworthy failures are calculated risks taken by senior management.
D. Blameworthy failures occur during routine manufacturing, while praiseworthy failures only happen in research and development labs.

Question 4 of 7

What is the primary characteristic of the 'execution-as-learning' model demonstrated by Intermountain Healthcare?

A. Medical protocols are treated as immutable commandments that ensure zero deviations and maximum efficiency.
B. Doctors are encouraged to rely solely on their intuition rather than using standardized medical protocols.
C. Best practices are viewed as informed starting points, and documented deviations are used to continuously refine organizational knowledge.
D. The organization prioritizes hiring the smartest individuals so that leadership no longer needs to provide direction.

Question 5 of 7

In a learning organization, how must the role of a leader shift compared to traditional management psychology?

A. Leaders must shift from providing answers and enforcing compliance to setting direction and cultivating judgment.
B. Leaders must shift from setting broad organizational goals to micromanaging daily tasks to prevent errors.
C. Leaders must shift from relying on data-driven metrics to relying entirely on employee intuition.
D. Leaders must shift from encouraging psychological safety to utilizing fear to ensure strict adherence to new processes.

Question 6 of 7

What did COO Julie Morath's transformation at Children's Hospital reveal about changing an organization's culture?

A. Cultural transformation must begin with mandatory educational programs before any systemic changes can occur.
B. True cultural transformation follows concrete changes in how people work together and process improvements.
C. A culture of blame can only be eliminated by firing the individuals who make the most mistakes.
D. Cultural transformation is impossible in high-stakes environments like healthcare where errors can be fatal.

Question 7 of 7

Why does Pixar Animation Studios actively encourage artists to share unfinished work and rough sketches?

A. To ensure that management can continuously monitor employee productivity and time management.
B. To foster early feedback and collective learning, which ultimately leads to better final results.
C. To identify and terminate artists who are struggling to meet the company's high artistic standards.
D. To bypass the need for a formal review process at the end of the production cycle.

Teaming — Full Chapter Overview

1Recommendation
2The new look of teamwork
3Teaming in practice
4Failing well is never accidental
5Learning during execution
6Teaming in complex operations

Teaming Summary & Overview

Teaming (2012) explores why traditional team structures are no longer sufficient in today's rapidly-changing business environment. It examines how organizations must shift from static teams to dynamic collaboration, demonstrating through real-world examples how successful organizations create environments where fluid collaboration and continuous learning become the norm rather than the exception.

Who Should Listen to Teaming?

Senior executives and organizational leaders seeking to transform their companies
HR professionals responsible for organizational development
Middle managers seeking to build more adaptive, collaborative teams

About the Author: Amy C. Edmondson

Amy C. Edmondson is Novartis Professor of Leadership and Management at Harvard Business School, where she’s pioneered research on organizational learning and psychological safety in the workplace. Her expertise spans academic research and practical experience, including her early career work as chief engineer for Buckminster Fuller and her role as director of research at Pecos River Learning Centers.

Teaming

If You're Curious About These Questions...

Listen to Teaming — Free Audiobook

Key Takeaways from Teaming

Learning Tools

Mind Map

Quiz — Test Your Understanding

Teaming — Full Chapter Overview

Teaming Summary & Overview

Who Should Listen to Teaming?

About the Author: Amy C. Edmondson

Books Similar to Teaming