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Why Employees Are Afraid to Speak
Detert, James R.; Edmondson, Amy C.Article HBS-F0705B-ELeadership and People ManagementIn a word--self-preservation. And they're just as afraid to share innovative ideas as to blow the whistle.Starting at €8.20
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Wicked-Problem Solvers
Edmondson, Amy C.Article HBS-R1606C-ELeadership and People ManagementCompanies today increasingly rely on teams that span many industries for radical innovation, especially to solve "wicked problems." So leaders have to understand how to promote collaboration when roles are uncertain, goals are shifting, expertise and organizational cultures are varied, and participants have clashing or even antagonistic perspectives. HBS professor Amy Edmondson has studied more than a dozen cross-industry innovation projects, amo...Starting at €8.20
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Teamwork on the Fly
Edmondson, Amy C.Article HBS-R1204D-ELeadership and People ManagementIn a fast-paced and ever-changing business environment, traditional teams aren't always practical. Instead, companies increasingly employ teaming: gathering experts in temporary groups to solve problems they may be encountering for the first and only time. This flexible approach was essential to the completion of the Water Cube, the building that hosted swimming and diving events during the Beijing 2008 Olympic Games, and to the 2010 rescue of 33...Starting at €8.20
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Leadership Lessons from the Chilean Mine Rescue
Rashid, Faaiza; Edmondson, Amy C.; Leonard, Herman B.Article HBS-R1307K-EThree years ago, when a cave-in at the San Jose mine in Chile trapped 33 men under 700,000 metric tons of rock, experts estimated the probability of getting them out alive at less than 1%. Yet, after spending a record 69 days underground, all 33 were hoisted up to safety. The inspiring story of their rescue is a case study in how to lead in situations where the stakes, risk, and uncertainty are incredibly high and time pressure is intense. Today ...Starting at €8.20
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Is Yours a Learning Organization
Garvin, David A.; Edmondson, Amy C.; Gino, FrancescaArticle HBS-R0803H-ELeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. An organization with a strong learning culture faces the unpredictable deftly. However, a concrete method for understanding precisely how an institution learns and for identifying specific steps to help it learn better has remained elusive. A new survey instrument ...Starting at €8.20
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The Competitive Imperative of Learning
Edmondson, Amy C.Article HBS-R0807E-ELeadership and People ManagementThis article includes a one-page preview that quickly summarizes the key ideas and provides an overview of how the concepts work in practice along with suggestions for further reading. Most executives believe that relentless execution-efficient, timely, consistent production and delivery of goods or services-is the surefire path to customer satisfaction and positive financial results. But this is a myth in the knowledge economy, argues Edmondson,...Starting at €8.20
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Strategies for Learning from Failure
Edmondson, Amy C.Article HBS-R1104B-ELeadership and People ManagementMany executives believe that all failure is bad (although it usually provides lessons)-and that learning from it is pretty straightforward. The author, a professor at Harvard Business School, thinks both beliefs are misguided. In organizational life, sheStarting at €8.20
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Cross-Silo Leadership
Casciaro, Tiziana; Edmondson, Amy C.; Jang, SujinArticle HBS-R1903J-EToday the most promising innovation and business opportunities require collaboration among functions, offices, and organizations. To realize them, companies must break down silos and get people working together across boundaries. But that's a challenge for many leaders. Employees naturally default to focusing on vertical relationships, and formal restructuring is costly, confusing, and slow. What, then, is the solution? Engaging in four activitie...Starting at €8.20