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126 results for amy edmondson in Working Knowledge
  • 25 Apr 2012
  • Research & Ideas
  • Working Knowledge

The Importance of Teaming

Re: Amy C. Edmondson
Managers need to stop thinking of teams as static groups of individuals who have ample time to practice interacting successfully and efficiently, says Amy Edmondson in her new book, Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy.
  • 29 Jan 2018
  • Book
  • Working Knowledge

How 'Teaming' Saved 33 Lives in the Chilean Mining Disaster

by Amy C. Edmondson
Teams composed of people from across expertise areas can create solutions beyond what any one agency can deliver, says Amy Edmondson. Just ask several dozen Chilean workers rescued from a mine collapse.
  • 04 May 2017
  • Cold Call Podcast
  • Working Knowledge

Leading a Team to the Top of Mount Everest

Re: Amy C. Edmondson
In a podcast, Amy Edmondson describes how students learn about team communication and decision making by making a simulated climb up Mount Everest.
  • 17 Sep 2019
  • Cold Call Podcast
  • Working Knowledge

How a New Leader Broke Through a Culture of Accuse, Blame, and Criticize

Re: Amy C. Edmondson
Children’s Hospital & Clinics COO Julie Morath sets out to change the culture by instituting a policy of blameless reporting, which encourages employees to report anything that goes wrong or seems substandard, without fear of reprisal. Professor Amy Edmondson discusses getting an organization...
  • 04 Feb 2016
  • Cold Call Podcast
  • Working Knowledge

The Space Shuttle Columbia’s Final Mission

Re: Amy C. Edmondson
No organization wants to fail. But even for the best and the brightest, failure is inevitable, and occasionally that failure can be catastrophic. Professor Amy Edmondson describes her experience writing and teaching a case on the Columbia space shuttle’s final mission, including the organizational...
  • 22 Aug 2005
  • Research & Ideas
  • Working Knowledge

The Hard Work of Failure Analysis

by Amy Edmondson & Mark D. Cannon
We all should learn from failure—but it's difficult to do so objectively. In this excerpt from "Failing to Learn and Learning to Fail (Intelligently)" in Long Range Planning Journal, HBS professor Amy Edmondson and coauthor Mark Cannon offer a process for analyzing what went wrong.
  • 24 Sep 2014
  • Op-Ed
  • Working Knowledge

Take a Trim Tab Approach to Climate Change

by Amy C. Edmondson
Often depicted as greedy and shortsighted, business leaders face a crucial opportunity on the issue of climate change to change that perception, says Amy Edmondson.
  • 29 Mar 2011
  • Working Paper Summaries
  • Working Knowledge

Risky Trust: How Multi-entity Teams Develop Trust in a High Risk Endeavor

by Faaiza Rashid & Amy C. Edmondson
...construction project, HBS doctoral candidate Faaiza Rashid and professor Amy C. Edmondson explore the concept of "risky trust," and examine how colleagues can learn to trust each other in the midst of high-risk work situations. Key concepts include: Trusting the intentions and competence of other team members...
  • 08 Feb 2012
  • Working Paper Summaries
  • Working Knowledge

Team Scaffolds: How Minimal In-Group Structures Support Fast-Paced Teaming

by Melissa A. Valentine & Amy C. Edmondson
It is increasingly necessary for 24/7 shift operations to include some component of team-based work. But how can organizations support such work among constantly changing groups of people in a setting where stable teams are not feasible? This research investigates an...
  • 11 Dec 2006
  • Working Paper Summaries
  • Working Knowledge

Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process

by Amy C. Edmondson, James R. Dillon & Kathryn S. Roloff
...learning from three areas of research: outcome improvement, task mastery, and group process. Overall, Edmondson and coauthors characterize the nature of research to date and assemble what is known and unknown about the theoretically and practically important topic of team learning. Key concepts include...
  • 06 Oct 2010
  • Working Paper Summaries
  • Working Knowledge

Using What We Know: Turning Organizational Knowledge into Team Performance

by Bradley R. Staats, Melissa A. Valentine & Amy C. Edmondson
... Looking at large-scale, objective data from Indian software developer Wipro, researchers Bradley R. Staats, Melissa A. Valentine, and Amy C. Edmondson found that team use of an organization's captured knowledge enhanced productivity, especially for teams that were geographically diverse, relatively low...
  • 27 Dec 2018
  • Working Paper Summaries
  • Working Knowledge

Team Learning Capabilities: A Meso Model of Sustained Innovation and Superior Firm Performance

by Jean-François Harvey, Henrik Bresman, and Amy C. Edmondson
In strategic management research, the dynamic capabilities framework enables a “helicopter view” of how firms achieve sustainable competitive advantage. This paper focuses on the critical role of work teams, arguing that managers must leverage the knowledge generated...
  • 09 Feb 2011
  • Working Paper Summaries
  • Working Knowledge

Sustainable Cities: Oxymoron or the Shape of the Future?

by Annissa Alusi, Robert G. Eccles, Amy C. Edmondson & Tiona Zuzul
...the idea of "ecocities" —urban communities ideally designed around the idea of environmental sustainability. This paper explores the idea by looking at several ecocities in progress in China, Abu Dhabi, South Korea, Finland, and Portugal. Research by professors Robert G. Eccles and Amy C. Edmondson...
  • 26 Aug 2016
  • Working Paper Summaries
  • Working Knowledge

Unpacking Team Diversity: An Integrative Multi-Level Model of Cross-Boundary Teaming

by Amy C. Edmondson and Jean-François Harvey
In a growing number of cases, cross-boundary teams span organizational boundaries, not just functional ones. This paper explores how newly formed temporary groups may be able to develop rapidly into high-performance teams. The authors integrate research streams on team...
  • 08 Dec 2006
  • Working Paper Summaries
  • Working Knowledge

When Learning and Performance are at Odds: Confronting the Tension

by Sara J. Singer & Amy C. Edmondson
While most people agree that learning leads to improved performance, there are several ways in which learning and performance in organizations can be at odds. First, when organizations take on a new learning challenge, performance often suffers in the short term,...
  • 05 Jul 2006
  • Working Paper Summaries
  • Working Knowledge

Failing to Learn and Learning to Fail (Intelligently): How Great Organizations Put Failure to Work to Improve and Innovate

by Mark D. Cannon & Amy C. Edmondson
Successful companies see failure as a part of the innovative process, but there are social (organizational) and technical (skill-based) reasons why it is difficult to turn failures into learning opportunities. First, executives need to develop the skills to probe...
  • 02 Aug 2012
  • Working Paper Summaries
  • Working Knowledge

The Rich Get Richer: Enabling Conditions for Knowledge Use in Organizational Work Teams

by Melissa A. Valentine, Bradley R. Staats & Amy C. Edmondson
Individuals on the periphery of organizational knowledge-sharing networks, due to inexperience, location, or lack of social capital, may struggle to access useful knowledge at work. An electronic knowledge repository (KR) offers a practical solution to the challenges...
  • 22 Sep 2011
  • Working Paper Summaries
  • Working Knowledge

Measuring Teamwork in Health Care Settings: A Review of Survey Instruments

by Melissa A. Valentine, Ingrid M. Nembhard & Amy C. Edmondson
... Nembhard, and Edmondson report the results of their systematic review of survey instruments that have been used to measure teamwork in various contexts. Their research helps to identify existing teamwork scales that may be most useful in testing theoretical models. Key concepts include: Researchers often...
  • 05 Jul 2006
  • Working Paper Summaries
  • Working Knowledge

Implementing New Practices: An Empirical Study of Organizational Learning in Hospital Intensive Care Units

by Anita L. Tucker, Ingrid M. Nembhard & Amy C. Edmondson
How do hospital units, as complex service organizations, successfully implement best practices? Practices involve people and knowledge; people must apply knowledge to particular situations, so changing practices requires changing behavior. This study is a starting...
  • 05 Jul 2006
  • Working Paper Summaries
  • Working Knowledge

Learning Tradeoffs in Organizations: Measuring Multiple Dimensions of Improvement to Investigate Learning-Curve Heterogeneity

by Francesca Gino, Richard M.J. Bohmer, Amy C. Edmondson, Gary P. Pisano & Ann B. Winslow
How and why experience leads to performance improvement has made the learning curve an important management topic for sites ranging from nuclear power plants to cardiac surgical units. This new research looks deeper at learning curves by focusing on learning rates in...