A Short Course on Leading & Working in Teams
Organizations thrive, or fail to thrive, based on how well the teams within those organizations work. What does it take to create a high-performing team? Based on her years of research working with teams across different industries, Harvard Business School professor Amy Edmondson reveals how high performance arises when teams are encouraged to take risks, fail, and learn from those small failures, a process she calls "teaming." In this course, she outlines what leaders can do to create the right environment for teaming and explains the responsibilities of individual team members to speak up, collaborate, experiment, and reflect.
About the Author
Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School. Number 15 on the Thinkers50 list of the worlds' most influential management thinkers,
Edmondson speaks regularly on leadership and management in companies and at conferences around the world. She is the author, most recently, of Teaming to Innovate (Jossey-Bass/Wiley, 2013), Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy (Jossey-Bass, 2012), and A Fuller Explanation: The Synergetic Geometry of R. Buckminster Fuller (Springer Verlag, 1987; Van Nostrand Reinhold, 1992), along with over seventy articles on leadership, teams, innovation, and organizational learning. She has received awards, including the Accenture Award for significant contribution to improving the practice of management, in 2004, and the Cummings Award for midcareer achievement from the Academy of Management, in 2006, and was selected as one of the 20 Most Influential International Thinkers in Human Resources (#7) by HR Magazine in 2013
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Positive Change: Sometimes those words seem like two opposites, strangely connected in a random phrase. For many people, change is not the first thing that comes to mind when thinking of positive things. For many people, families and organizations change is not positive, because it brings discomfort, discord, dysfunction and division. We know it doesn’t have to be that way. And we instinctively believe there must be a way to manage change that brings us to a place of agreement, comfort and unity. But finding that way can be a daunting task.
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