1. Experiential Events — Mastering
the New Art of Teaming
Amy C. Edmondson
Novartis Professor of Leadership and Management
Harvard Business School
Darrin Jackson
Director of Creative Services, Dimension Design
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To view the complete session video, visit:
http://www.dimensiondesign.com/teaming/
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Amy C. Edmondson
Novartis Professor of Leadership and
Management, Harvard Business School
Darrin Jackson
Director of Creative Services,
Dimension Design
Moderator Featuring
6. TEAMING IS A VERB
• 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
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team • ing (v.)
7. TEAMING UP TO BUILD THE WATER CUBE
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Click here for National Geographic Channel's video about
Teaming and the Beijing National Aquatics Center.
http://channel.nationalgeographic.com/videos/engineering-the-watercube/
8. TEAMING UP TO BUILD THE WATER CUBE
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Click here for National Geographic Channel's video about
Teaming and the Beijing National Aquatics Center.
http://channel.nationalgeographic.com/videos/engineering-the-watercube/
9. BEIJING WATER CUBE
Teaming across Boundaries
• Four firms
• Three continents
• Dozens of specialties
• Two languages
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10. TEAMING ACROSS BOUNDARIES
1. A compelling shared goal
2. Diverse expertise
3. Distinct but flexible roles
4. Ideas welcomed independent of status
5. Deliberate, smart experimentation
6. Frequent transparent communication
7. Persistence through failure
11. WHAT GETS IN THE WAY
OF EFFECTIVE TEAMING?
1. A pervasive competitive mindset
2. The desire to look good.
3. Aversion to failure
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13. BUILDING A TEAMING MINDSET
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TEAMING MINDSET
MUST BE ADOPTED ON PURPOSE
SUCCESS AS SHARED & EXPANSIVE
FOCUS ON THE WORK & THE CUSTOMER
FOSTERS RELATIONSHIPS
COMPETITIVE MINDSET:
OVERLEARNED
SUCCESS AS ZERO-SUM
FOCUS ON SELF
FOSTERS COMPARISONS
15. IMPRESSION MANAGEMENT
IS SECOND NATURE
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NO ONE WANTS 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
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“All those in favor say ‘Aye’”
“Aye”
Heaven
forbid!!
No! No! A
thousand
times no!
Perish the
thought!
You’ve
got to be
kidding!
Say it
ain’t so!
“Aye” “Aye”“Aye”“Aye”“Aye”
17. MAKING IT SAFE TO TEAM
Psychological safety is a belief that
one will not be punished or humiliated
for speaking up with ideas, questions,
concerns, or mistakes.
FRAME THE WORK
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18. DIALING BACK ON PERFORMANCE?
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Is it a matter of finding the right
point on a balance beam?
PSYCHOLOGICAL
SAFETY
PERFORMANCE
PRESSURE
21. 3 TYPES OF FAILURES
1. Preventable failures
where we have a blueprint but fail to use it
2. Complex failures
complex factors (internal, external or both)
combine in new ways to produce failures in
reasonably familiar contexts
3. Intelligent failures
undesired results of thoughtful forays into
novel territory
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22. FAIL WELL
1. Avoid preventable failures
2. Anticipate and mitigate complex failures
3. Promote intelligent failures
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24. KEY ELEMENTS OF
INTELLIGENT FAILURES
1. The opportunity explored is significant
2. The outcome will be informative
3. The cost and scope are relatively small
4. Key assumptions are explicitly articulated
5. The plan will test the assumptions
6. The risks of failing are understood, and
mitigated to the extent possible
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25. LEADING TEAMWORK ON THE FLY
1. Foster a teaming mindset
2. Build psychological safety
3. Celebrate intelligent failure
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26. A RECIPE FOR SUCCESS
IN A DYNAMIC WORLD
1. AIM HIGH
2. TEAM UP
3. FAIL WELL
4. LEARN FAST
5. REPEAT
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Successful organizations today depend on new forms of TEAMING that constantly adjust to changing situations
…LEADERS help bring this about through vision, support, and example…
How many of you thought of a sports team? How many thought of something else?
It’s appropriate to think of sports. After all that’s where we got the idea – of teamwork. Of teams.
Sports teams exemplify the notion of a team –Stunningly clear goal. Interdependent work. People picked deliberately. bounded, clear membership. It’s that last bit that’s getting tricky.
How many of you thought of a sports team? How many thought of something else?
It’s appropriate to think of sports. After all that’s where we got the idea – of teamwork. Of teams.
Sports teams exemplify the notion of a team –Stunningly clear goal. Interdependent work. People picked deliberately. bounded, clear membership. It’s that last bit that’s getting tricky.
Increasingly, the emphasis is on teaming, not teams. On the processes of collaboration – not the entities.
Around 2 p.m. on August 5, 2010, a part of the San José mine collapsed, blocking the passage to the tunnels deep within the mine.
The miners close to the entrance, although shaken by the deafening thump, emerged unscathed from the mine shortly thereafter.
But a group of 33 miners working deeper within the mine were now buried some 700 meters underground with a 700,000-ton rock corked between them and the mine entrance.
Buried deeper than: the Statue of Liberty (93 meters), the Eiffel Tower (324 meters), and the Empire State Building (381 meters)
33 miners managed to make their way to a 50-square-meter (540-square-foot) pre-designated “refuge” within the mine.
Never had a recovery been attempted at such depths unstable terrain, rock so hard it defied ordinary drill bits, severely limited time, and the potentially incapacitating fear that plagued the buried miners
Experts put the chances of rescue at less than 1 percent
Around 2 p.m. on August 5, 2010, a part of the San José mine collapsed, blocking the passage to the tunnels deep within the mine.
The miners close to the entrance, although shaken by the deafening thump, emerged unscathed from the mine shortly thereafter.
But a group of 33 miners working deeper within the mine were now buried some 700 meters underground with a 700,000-ton rock corked between them and the mine entrance.
Buried deeper than: the Statue of Liberty (93 meters), the Eiffel Tower (324 meters), and the Empire State Building (381 meters)
33 miners managed to make their way to a 50-square-meter (540-square-foot) pre-designated “refuge” within the mine.
Never had a recovery been attempted at such depths unstable terrain, rock so hard it defied ordinary drill bits, severely limited time, and the potentially incapacitating fear that plagued the buried miners
Experts put the chances of rescue at less than 1 percent
Over 100 professionals collaborated in a fast paced intense process to design and build this astonishing structure
Pause – which on this list are your ORG’s strengths – which could be improved?
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LTYR…
What’s the explicit message? How does he want them to behave?
What’s the implicit message? What are people taking away about the challenge ahead? How might they behave?
People already in a situation where they’ve seen colleagues leave…
New mindset
Talent management discussions…
Let’s face it… No one wakes up in the morning…
key point is that knowledge workers face these risks every day. We rarely stop to think about what that means. Fortunately, it’s easy – trivial – to manage them (for individuals). Just done ask questions, ask for help, or reveal mistakes or problems
This is a pretty good solution for INDIVIDUALS. A bad state of affairs for the organization.
How leaders behave can make this more acute – or much better.
Let’s start with a lighthearted glimpse of the phenom from the New Yorker…
This cartoon mocks the silencing of dissent that occurs in hierarchies. The question I have, looking it it, is why do all of those seemingly nice guys feel the need to withhold their thoughts from that other seemingly nice guy … well, yeah, he’s the boss, and we can speculate that he has punished people who disagree with him, in the past…
But, as today’s research will show. It’s not all about the boss.
The point is – it’s hard to team – to let down one’s guard, to offer ideas, to ask for help – without a sense of psych safety. To answer this question, lets go to my favorite scholarly journal.
END
Successful organizations today depend on new forms of TEAMING that constantly adjust to changing situations
…LEADERS help bring this about through vision, support, and example…
