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Teaming to Innovate

Teaming to Innovate

  • Author:
  • Publisher: Jossey-Bass
  • ISBN: 9781118856277
  • Published In: December 2013
  • Format: Paperback , 136 pages
  • Jurisdiction: International ? Disclaimer:
    Countri(es) stated herein are used as reference only
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  • Description 
  • Contents 
  • Author 
  • Details

    Innovation requires teaming. (Put another way, teaming is to innovation what assembly lines are to car production.) This book brings together key insights on teaming, as they pertain to innovation. How do you build a culture of innovation? What does that culture look like? How does it evolve and grow? How are teams most effectively created and then nurtured in this context? What is a leader's role in this culture? This little book is a roadmap for teaming to innovate. We describe five necessary steps along that road: Aim High, Team Up, Fail Well, Learn Fast, and Repeat. This path is not smooth. To illustrate each critical step, we look at real-life scenarios that show how teaming to innovate provides the spark that can fertilize creativity, clarify goals, and redefine the meaning of leadership.

  • Executive Summary 1

    Introduction 3

    What It Takes to Innovate 3

    Situating Innovation on the Process Knowledge Spectrum 12

    A Recipe for Innovation 19

    Aim High 26

    A Worthy Goal 27

    Engaging Hearts and Minds 34

    It’s a Stretch 44

    Worthy Aspirations That Motivate Innovation 47

    Team Up 48

    Strange Bedfellows 49

    Teaming Across Boundaries 54

    What It Takes to Team 60

    When Conflict Heats Up 67

    Embracing the Risks of Teaming 74

    Fail Well 76

    Unpacking Failure 77

    Failing Well—At the Right Scale 88

    Leading Failure 90

    Courage and Fear 94

    Learn Fast 96

    Learning as You Go 97

    How to Learn Fast 99

    Overcoming Barriers to Learning 104

    Leading Learning to Innovate 113

    Conclusion 115

    Recommendations for a Successful Innovation Journey 116

    Leaders Who Innovate 119

    Notes 123

    About the Author 129

  • Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, where she teaches courses in leadership, organizational learning and operations management in the MBA and Executive Education programs. Her writings on organizational learning and leadership have been published in more than 60 articles in academic and management journals, and she has consulted widely on these topics for organizations around the world.   Before her academic career, she was Director of Research at Pecos River Learning Centers, where she worked with founder and CEO Larry Wilson to design and implement change programs in large companies including General Motors, DuPont, Sears and others. Her recent consulting activities include projects on organizational learning and team effectiveness in such organizations as Federal Express, The Monitor Company, Nortel, American Heart Association, and Harvard Pilgrim Health Care.

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