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March 25, 2012

March 25, 2012. Amy C. Edmondson | Novartis Professor of Leadership & Management | Harvard Business School. Teaming is a Verb. team • ing (v.). Teaming is teamwork on the fly–coordinating and collaborating, across boundaries, without the luxury of stable team structures.

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March 25, 2012

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  1. March 25, 2012 Amy C. Edmondson | Novartis Professor of Leadership & Management | Harvard Business School

  2. Teaming is a Verb team • ing (v.) Teaming is teamwork on the fly–coordinating and collaborating, across boundaries, without the luxury of stable team structures Teaming is especially needed when work is complex and unpredictable

  3. Execution facing Uncertainty Execution-as-efficiency Execution-as-learning Leaders have the answers Stable work processes are put in place Implementing change is a huge undertaking Feedback is one-way Employee judgment is discouraged Fear (of the boss) is normal Leaders set direction (strategy) Tentative work processes provide a starting point Constant small changes are a way of life Feedback is two-way Employee judgment is essential Fear inhibits experimentation, analysis, and problem solving GoalBe profitable today GoalCreate value over the long term

  4. Interpersonal Risk None of us want to look: Ignorant Incompetent Intrusive NEGATIVE It’s easy to manage! Don’t ask questions Don’t admit weakness or Mistake Don’t offer ideas Don’t Critique the STATUS QUO

  5. You Learn What They Let You Learn Work unit Memorial 1 University 1 University 3 Memorial 2 Memorial 4 Memorial 5 University 2 Memorial 3 Error rate 23.68* 17.23 13.19 11.02 8.6 10.31 9.37 2.34 * preventable and potential adverse drug events (ADEs) per 1000 patient-days Sorted by Survey Ratings of Unit Psychological Safety

  6. Psychological Safety Psychological safety is a belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. It’s essential to teaming. What gets in the way?

  7. Hierarchy and Psychological Safety N=1100 clinicians Nembhard, I. and Edmondson A.C. (2006). Making it safe: The effects of leader inclusiveness and professional status on psychological safety and improvement efforts in healthcare teams, Journal of Organizational Behavior.

  8. Sacrificing Accountability Psychological Safety Accountability Is it a matter of finding the right point on a balance beam?

  9. Psychological Safety & Accountability high Comfort Zone Learning Zone Psychological safety Apathy Zone Anxiety Zone low low high Accountability

  10. The Blame Game QuestionWhich of these antecedents involve blameworthy acts? Potential Causes of Failure QuestionWhat percent of failures in your organization are caused by blameworthy acts? • Experimentation • Uncertainty • Complexity • Lack of Competence • Inattention • Procedural Violation QuestionWhat percent of failures does your organization treat as caused by blameworthy acts?

  11. Leading the Learning Organization CULTURE Model and reward beliefs that make it safe for learning VISION Set a clear direction that engages hearts and minds TEAMING Institute and supportteam-based processes

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