| Published: | April 25, 2012 |
Executive Summary:
Managers need to stop thinking of teams as static groups of individuals who have ample time to practice interacting successfully and efficiently, says Amy Edmondson in her new book, Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy. The reason: Today's corporate teams band and disband by the minute, requiring a more dynamic approach to how teams absorb knowledge. Key concepts include:- Previous literature has focused heavily on team design rather than on team performance.
- Professor Edmondson introduces the idea of teaming, a verb that embraces the reality of teamwork on the fly.
- Effective teaming requires the ability to recognize moments of potential collaboration and act upon them quickly. Managers can encourage employees to develop this ability.
- Teaming, says Edmondson, is "the engine of organizational learning."
About Faculty in this Article:
HBS Professor Amy Edmondson maintains that managers should think in terms of "teaming"—actively building and developing teams even as a project is in process, while realizing that a team's composition may change at any given moment. Teaming, she says, is essential to organizational learning. She elaborates on this concept in her new book, "Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy."
"Teaming calls for developing both affective (feeling) and cognitive (thinking) skills," she writes. "Enabled by distributed leadership, the purpose of teaming is to expand knowledge and expertise so that organizations and their customers can capture the value."
In the following excerpt, Edmondson describes the concept of teaming and explains its importance to today's corporate environment.
In
today's complex and volatile business environment, corporations and
organizations also win or lose by creating wholes that are greater than
the sum of their parts. Intense competition, rampant unpredictability,
and a constant need for innovation are giving rise to even greater
interdependence and thus demand even greater levels of collaboration and
communication than ever before. Teaming is essential to an
organization's ability to respond to opportunities and to improve
internal processes. This chapter aims to deepen your understanding of
why teaming and the behaviors it requires are so crucial for
organizational success in today's environment. To help illuminate the
teaming process and its benefits, the chapter defines teaming, places it
within a historical context, and presents a new framework for
understanding organizational learning and process knowledge, and
explains why these are important concepts for today's leaders.TEAMING IS A VERB
Sports teams and musical groups are both bounded, static collections of individuals. Like most work teams in the past, they are physically located in the same place while practicing or performing together. Members of these teams learn how to interact. They've developed trust and know each other's roles. Advocating stable boundaries, well-designed tasks, and thoughtfully composed membership, many seminal theories of organizational effectiveness explained how to design and manage just these types of static performance teams."Teaming is a verb. It is a dynamic activity, not a bounded, static entity."Harvard psychologist Richard Hackman, a preeminent scholar of team effectiveness, established the power of team structures in enabling team performance. According to this influential perspective, well-designed teams are those with clear goals, well-designed tasks that are conducive to teamwork, team members with the right skills and experiences for the task, adequate resources, and access to coaching and support. Get the design right, the theory says, and the performance will take care of itself. This model focused on the team as an entity, looking largely within the well-defined bounds of a team to explain its performance. Other research, notably conducted by MIT Professor Deborah Ancona, showed that how much a team's members interact with people outside the team boundaries was also an important factor in team performance. Both perspectives worked well in guiding the design and management of effective teams, at least in contexts where managers had the lead-time and the run-time to invest in composing stable, well-designed teams.
In these prior treatments, team is a noun. A team is an established, fixed group of people cooperating in pursuit of a common goal. But what if a team disbands almost as quickly as it was assembled? For example, what if you work in an emergency services facility where the staffing changes every shift, and the team changes completely for every case or client? What if you're a member of a temporary project team formed to solve a unique production problem? Or you're part of a group of managers with a mix of individual and shared responsibilities? How do you create synergy when you lack the advantages offered by the frequent drilling and practice sessions of static performance teams like those in sports and music?
The answer lies in teaming.
Teaming is a verb. It is a dynamic activity, not a bounded, static entity. It is largely determined by the mindset and practices of teamwork, not by the design and structures of effective teams. Teaming is teamwork on the fly. It involves coordinating and collaborating without the benefit of stable team structures, because many operations like hospitals, power plants, and military installations require a level of staffing flexibility that makes stable team composition rare. In a growing number of organizations, the constantly shifting nature of work means that many teams disband almost as soon as they've formed. You could be working on one team right now, but in a few days, or even a few minutes, you may be on another team.
Fast moving work environments need people who know how to team, people who have the skills and the flexibility to act in moments of potential collaboration when and where they appear. They must have the ability to move on, ready for the next such moments. Teaming still relies upon old-fashioned teamwork skills such as recognizing and clarifying interdependence, establishing trust, and figuring out how to coordinate. But there usually isn't time to build a foundation of familiarity through the careful sharing of personal history and prior experience, or the development of shared experiences through practice working together. Instead, people need to develop and use new capabilities for sharing crucial knowledge quickly. They must learn to ask questions clearly and frequently. They must make the small adjustments through which different skills and knowledge are woven together into timely products and services.
Why should managers care about teaming? The answer is simple. Teaming is the engine of organizational learning. By now, everyone knows that organizations need to learn how to thrive in a world of continuous change. But how organizations learn is not as well understood. As discussed later in this chapter, organizations are complex entities; many are globally distributed, most encompass multiple areas of expertise, and nearly all engage in a variety of activities. What does it mean for such a complex entity to "learn"? An organization cannot engage in a learning process in any meaningful sense—not in the way an individual can. Yet, when individuals learn, this does not always create change in the ways the organization delivers products and services to customers. This is a conundrum that has long fascinated academics.
This book offers a practical answer to the question of how organizational learning really happens: Through teaming. Products and services are provided 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. In spite of the ovious need for change, most large enterprises are still managed according to a powerful mindset I call organizing to execute.
Source:hbr.edu
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