Details
Teaming to Innovate
J-B Short Format Series 1. Aufl.
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CHF 3.00 |
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| Verlag: | Wiley |
| Format: | |
| Veröffentl.: | 05.09.2013 |
| ISBN/EAN: | 9781118788271 |
| Sprache: | englisch |
| Anzahl Seiten: | 30 |
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Beschreibungen
<p>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.</p>
<p><b>Executive Summary 1</b></p> <p><b>Introduction 3</b></p> <p>What It Takes to Innovate 3</p> <p>Situating Innovation on the Process Knowledge Spectrum 9</p> <p>A Recipe for Innovation 14</p> <p><b>Aim High 20</b></p> <p>A Worthy Goal 21</p> <p>Engaging Hearts and Minds 25</p> <p>It’s a Stretch 32</p> <p>Worthy Aspirations That Motivate Innovation 34</p> <p><b>Team Up 36</b></p> <p>Strange Bedfellows 36</p> <p>Teaming Across Boundaries 40</p> <p>What It Takes to Team 45</p> <p>When Confl ict Heats Up 50</p> <p>Embracing the Risks of Teaming 55</p> <p><b>Fail Well 56</b></p> <p>Unpacking Failure 57</p> <p>Failing Well—At the Right Scale 65</p> <p>Leading Failure 67</p> <p>Courage and Fear 69</p> <p><b>Learn Fast 71</b></p> <p>Learning as You Go 72</p> <p>How to Learn Fast 73</p> <p>Overcoming Barriers to Learning 77</p> <p>Leading Learning to Innovate 83</p> <p><b>Conclusion 85</b></p> <p>Recommendations for a Successful Innovation Journey 85</p> <p>Leaders Who Innovate 88</p> <p><b>Notes 91</b></p> <p><b>About the Author 97</b></p>
<b>Amy Edmondson</b> 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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