ABSTRACT
This chapter explores how leaders can reshape work practices through the power of teaming and organizational learning. It shares 20 plus years of research on teaming and organizational learning in a variety of industries including manufacturing, financial services, product design, telecommunications, government, and construction. "Teaming" provides an excellent introduction to organizational learning and systems thinking. For readers new to these concepts, Teaming is filled with practical and applicable knowledge. Amy C. Edmondson defines teaming as a verb, recognizing that teams are not static; rather they are dynamic workgroups that employ a number of practices and structures in order to achieve goals. The chapter discusses that the concept of teaming is tied directly to developing a culture of organizational learning. Edmondson masterfully pulls from research in the area of organizational psychology and organizational behavior, providing clarity on the values and practices that are required for teaming to succeed.
