Summary of Amy C. Edmondson's Teaming

By IRB Media

Please note: This is a companion version & not the original book. Book Preview:

#1 The word team is often associated with sports, where individuals learn to trust one another and play as a coordinated whole. Teams are essential to an organization’s ability to respond to opportunities and improve internal processes.

#2 Teaming is a dynamic activity, not a bounded, static entity. It is determined by the mindset and practices of teamwork, not by the design and structures of effective teams. It involves coordinating and collaborating without the benefit of stable team structures, because many operations require a level of staffing flexibility that makes stable team composition rare.

#3 Teaming is the engine of organizational learning. It is the process of providing products and services to customers by interdependent people and processes. Crucial learning activities must take place within those smaller, focused units of action for organizations to improve and innovate.

#4 The transition from horse and carriage to car was not easy for everyone. The new industrial era called for new forms of obedience and conformity to routine, and it transformed farmers and shopkeepers into order-followers collecting paychecks from impersonal enterprises.

• Language: English
• Publisher: IRB Media
• Release date: May 13, 2022
• ISBN: 9798822515581

IRB Media

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Insights on Amy C. Edmondson's Teaming

Contents

Insights from Chapter 1

Insights from Chapter 2

Insights from Chapter 3

Insights from Chapter 1

#1

The word team is often associated with sports, where individuals learn to trust one another and play as a coordinated whole. Teams are essential to an organization’s ability to respond to opportunities and improve internal processes.

#2

Teaming is a dynamic activity, not a bounded, static entity. It is determined by the mindset and practices of teamwork, not by the design and structures of effective teams. It involves coordinating and collaborating without the benefit of stable team structures, because many operations require a level of staffing flexibility that makes stable team composition rare.

#3

Teaming is the engine of organizational learning. It is the process of providing products and services to customers by interdependent people and processes. Crucial learning activities must take place within those smaller, focused units of action for organizations to improve and innovate.

#4

The transition from horse and carriage to car was not easy for everyone. The new industrial era called for new forms of obedience and conformity to routine, and it transformed farmers and shopkeepers into order-followers collecting paychecks from impersonal enterprises.

#5

The Ford Motor Company was the first company to use mass production methods, which were based on the idea that small, repetitive tasks are easy to monitor. The assumption that firm performance was the cumulative result of thousands of well-designed and well-executed individual tasks dominated managerial theory and matched the economic reality.

#6

The legacy of Taylorism is the overreliance on fear in management practice. It was ruthless, and the individual’s worth was measured by his or her contribution to enterprise gains.

#7

Fear and routine have never been limited to blue-collar work. The 1950s organization man is alive and well in contemporary culture, as the butt of satire in the hit TV series The Office.

#8

General Motors, one of the most successful enterprises, was founded in 1908. It acquired more than twenty other fledgling automobile companies in its first decade of operation. By 1931, GM had become the largest producer and seller of automobiles in the world.

#9

The narrow focus on getting things done inhibits an organization’s ability to learn and innovate. This has led to a need to find new ways to organize that take into account dramatic changes in technology, globalization, expert knowledge, and customer expectations.

#10

The future will be won by those companies that can tap into people’s commitment and capacity to learn at all levels in an organization. Rapid developments in technology and changes in the legal environment greatly reduce the barriers to entry in many industries, which creates new, nimble competitors.

#11

The learning imperative requires relinquishing control as the ultimate goal. It requires the creation of adaptive capabilities as a fundamental organizational competence. It requires flexibility and judgment.

#12

Teaming is a method of working that brings people together to generate new ideas, find answers, and solve problems. It is essential for improvement, problem solving, and innovation in a functioning enterprise.

#13

Despite the fact that team use is on the rise,