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.
Amy C. Edmondson, a professor of Leadership and Management at Harvard Business School, writes about how employees must feel safe admitting or reporting on failure in order for organizations to benefit from it.
Niccolò Machiavelli famously wrote, "There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success than to take the lead in the introduction of a new order of things." That's what this book is about - innovation far more audacious than a new way to find a restaurant or a smart phone you can wear on your wrist. Harvard professor Amy Edmondson and journalist Susan Salter Reynolds explore how to bring into being systems that transform human experience and make the world more livable and sustainable.
Using this assessment tool, companies can pinpoint areas where they need to foster knowledge sharing, idea development, learning from mistakes, and holistic thinking. From the March 2008 issue of Harvard Business Review.
For all the hard work to improve coordination and collaboration in health care, most hospitals are still organized into silos based on clinical specialties - and communication among them is uneven at best. Teams may function fairly well within silos, but coordination across them is often poor, which has potentially serious consequences for patients.
With persistence and patience, team leaders can help team members abandon unhealthy competition among individuals and instead to cooperate to compete together to reach the most important goal – serving the customer.