Share these talks and lectures with your colleagues
Invite colleaguesWe noted you are experiencing viewing problems
-
Check with your IT department that JWPlatform, JWPlayer and Amazon AWS & CloudFront are not being blocked by your network. The relevant domains are *.jwplatform.com, *.jwpsrv.com, *.jwpcdn.com, jwpltx.com, jwpsrv.a.ssl.fastly.net, *.amazonaws.com and *.cloudfront.net. The relevant ports are 80 and 443.
-
Check the following talk links to see which ones work correctly:
Auto Mode
HTTP Progressive Download Send us your results from the above test links at access@hstalks.com and we will contact you with further advice on troubleshooting your viewing problems. -
No luck yet? More tips for troubleshooting viewing issues
-
Contact HST Support access@hstalks.com
-
Please review our troubleshooting guide for tips and advice on resolving your viewing problems.
-
For additional help, please don't hesitate to contact HST support access@hstalks.com
We hope you have enjoyed this limited-length demo
This is a limited length demo talk; you may
login or
review methods of
obtaining more access.
Printable Handouts
Navigable Slide Index
- Introduction
- Three types of interdependence
- Drivers of research on team learning
- Three streams of research on team learning
- Think of a team (1)
- Think of a team (2)
- Think of a team (3)
- Approaches to execution
- Teaming is a verb
- Chilean mining rescue
- Three teaming arenas: Chilean mining rescue
- Five shared practices across three arenas
- Leadership makes it happen
- Two dimensions of teaming
- Hardware: scoping and sorting
- Hardware: structuring through scaffolding
- Team scaffolds in the emergency room (1)
- Team scaffolds in the emergency room (2)
- Teaming software
- Emphasizing purpose
- Which unit is the safest?
- Detected error rates are correlated with climate
- Interpersonal risk
- Psychological safety
- Why psychological safety matters (1)
- Why psychological safety matters (2)
- Hierarchy and psychological safety
- Effects of status vary across organizations
- Must leaders sacrifice accountability?
- Psychological safety and accountability
- Making it safe for teaming and learning (1)
- Frame the work accurately
- Making it safe for teaming and learning (2)
- Embrace messengers
- Making it safe for teaming and learning (3)
- Encourage dissent
- The power of teaming - summary
This material is restricted to subscribers.
Topics Covered
- Teams and teaming
- Collaboration in complex, uncertain environments
- Leadership facing uncertainty
- Effects of power and status
- Psychological safety
- Learning from mistakes
- Speaking up
- Framing
- Developing people
- Promoting innovation
Links
Series:
Categories:
Bite-size Case Studies:
Talk Citation
Edmondson, A.C. (2018, November 28). Teams and learning in organizations [Video file]. In The Business & Management Collection, Henry Stewart Talks. Retrieved August 31, 2024, from https://doi.org/10.69645/NUFV1257.Export Citation (RIS)
Publication History
Transcript
Please wait while the transcript is being prepared...
0:00
Hello. My name is Amy Edmondson,
and I'm delighted to be here to talk about my research on
team learning and organizational learning in a more general sense.
So, in today's organizations,
it's absolutely crucial to be adaptive to changing situations;
to be innovative, to continue to stay on
the leading edge of what's possible in whatever industry you're in.
Today, I want to talk about the role of teams in that overall aspiration.
So, I'll review some of my research and research done by other people,
but I'll start out very large talking about
the nature of interdependent work in organizations.
Then, we'll go further and see what that means for people trying to get
work done in small groups and in larger groups, as well.
0:47
Let's start with the basics.
Work is interdependent in organizations when it
requires more than one person to get it done.
40 years ago, a researcher named
James Thompson identified three different types of interdependence.
Pooled, which is divide and conquer;
figure out the tasks ahead of time,
give them to different people, they'll do their job,
and then, in the end, the product or service will be there.
Sequential interdependence means that, essentially, each person does their job and throws
the results of that job over the wall and
then the next person picks up where he or she left off.
That's interdependence where we each have
an important part, but it has to be done in the right order.
Reciprocal interdependence is where we have to, actually, talk back and forth.
We have to coordinate, if we're going to do the work right.
We have to be in actual conversations and reacting to each other's ideas.
That's called reciprocal coordination.
That is, essentially, what teams are designed for.
Teams can be thought of as
a design solution for reciprocal interdependence in organization.
It's just too complicated to figure out who needs to do what ahead of time.
Therefore, we create small teams,
and we give them the challenge of having to
work out the different areas of interdependence.
Sometimes, it's because they're complex;
they change as the work goes on,
and sometimes, it's simply because it's a more motivating and engaging way to do the work.