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Author: Amy C. Edmondson
Publisher: John Wiley & Sons
ISBN: 1119477263
Category : Business & Economics
Languages : en
Pages : 181
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Book Description
Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent—but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. Explore the link between psychological safety and high performance Create a culture where it’s “safe” to express ideas, ask questions, and admit mistakes Nurture the level of engagement and candor required in today’s knowledge economy Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.
Author: Amy C. Edmondson
Publisher: John Wiley & Sons
ISBN: 1119477263
Category : Business & Economics
Languages : en
Pages : 181
Get Book Here
Book Description
Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent—but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. Explore the link between psychological safety and high performance Create a culture where it’s “safe” to express ideas, ask questions, and admit mistakes Nurture the level of engagement and candor required in today’s knowledge economy Follow a step-by-step framework for establishing psychological safety in your team or organization Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.
Author: Timothy R. Clark
Publisher: Berrett-Koehler Publishers
ISBN: 1523087692
Category : Business & Economics
Languages : en
Pages : 189
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Book Description
This book is the first practical, hands-on guide that shows how leaders can build psychological safety in their organizations, creating an environment where employees feel included, fully engaged, and encouraged to contribute their best efforts and ideas. Fear has a profoundly negative impact on engagement, learning efficacy, productivity, and innovation, but until now there has been a lack of practical information on how to make employees feel safe about speaking up and contributing. Timothy Clark, a social scientist and an organizational consultant, provides a framework to move people through successive stages of psychological safety. The first stage is member safety-the team accepts you and grants you shared identity. Learner safety, the second stage, indicates that you feel safe to ask questions, experiment, and even make mistakes. Next is the third stage of contributor safety, where you feel comfortable participating as an active and full-fledged member of the team. Finally, the fourth stage of challenger safety allows you to take on the status quo without repercussion, reprisal, or the risk of tarnishing your personal standing and reputation. This is a blueprint for how any leader can build positive, supportive, and encouraging cultures in any setting.
Author: Amy C. Edmondson
Publisher: John Wiley & Sons
ISBN: 1118216768
Category : Business & Economics
Languages : en
Pages : 359
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Book Description
New breakthrough thinking in organizational learning, leadership, and change Continuous improvement, understanding complex systems, and promoting innovation are all part of the landscape of learning challenges today's companies face. Amy Edmondson shows that organizations thrive, or fail to thrive, based on how well the small groups within those organizations work. In most organizations, the work that produces value for customers is carried out by teams, and increasingly, by flexible team-like entities. The pace of change and the fluidity of most work structures means that it's not really about creating effective teams anymore, but instead about leading effective teaming. Teaming shows that organizations learn when the flexible, fluid collaborations they encompass are able to learn. The problem is teams, and other dynamic groups, don't learn naturally. Edmondson outlines the factors that prevent them from doing so, such as interpersonal fear, irrational beliefs about failure, groupthink, problematic power dynamics, and information hoarding. With Teaming, leaders can shape these factors by encouraging reflection, creating psychological safety, and overcoming defensive interpersonal dynamics that inhibit the sharing of ideas. Further, they can use practical management strategies to help organizations realize the benefits inherent in both success and failure. Presents a clear explanation of practical management concepts for increasing learning capability for business results Introduces a framework that clarifies how learning processes must be altered for different kinds of work Explains how Collaborative Learning works, and gives tips for how to do it well Includes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, among others Based on years of research, this book shows how leaders can make organizational learning happen by building teams that learn.
Author: Karin Hurt
Publisher: HarperCollins Leadership
ISBN: 140021954X
Category : Business & Economics
Languages : en
Pages : 224
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Book Description
From executives complaining that their teams don’t contribute ideas to employees giving up because their input isn’t valued--company culture is the culprit. Courageous Cultures provides a road map to build a high-performance, high-engagement culture around sharing ideas, solving problems, and rewarding contributions from all levels. Many leaders are convinced they have an open environment that encourages employees to speak up and are shocked when they learn that employees are holding back. Employees have ideas and want to be heard. Leadership wants to hear them. Too often, however, employees and leaders both feel that no one cares about making things better. The disconnect typically only widens over time, with both sides becoming more firmly entrenched in their viewpoints. Becoming a courageous culture means building teams of microinnovators, problem solvers, and customer advocates working together. In our world of rapid change, a courageous culture is your competitive advantage. It ensures that your company is “sticky” for both customers and employees. In Courageous Cultures, you’ll learn practical tools that help you: Learn the difference between microinnovators, problem solvers, and customer advocates and how they work together. See how the latest research conducted by the authors confirms why organizations struggle when it comes to creating strong cultures where employees are encouraged to contribute their best thinking. Learn proven models and tools that leaders can apply throughout all levels of the organization, to reengage and motivate employees. Understand best practices from companies around the world and learn how to apply these strategies and techniques in your own organization. This book provides you with the practical tools to uncover, leverage, and scale the best ideas from every level of your organization.
Author: Edgar H. Schein
Publisher: Berrett-Koehler Publishers
ISBN: 1609949838
Category : Business & Economics
Languages : en
Pages : 132
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Book Description
Communication is essential in a healthy organization. But all too often when we interact with people—especially those who report to us—we simply tell them what we think they need to know. This shuts them down. To generate bold new ideas, to avoid disastrous mistakes, to develop agility and flexibility, we need to practice Humble Inquiry. Ed Schein defines Humble Inquiry as “the fine art of drawing someone out, of asking questions to which you do not know the answer, of building a relationship based on curiosity and interest in the other person.” In this seminal work, Schein contrasts Humble Inquiry with other kinds of inquiry, shows the benefits Humble Inquiry provides in many different settings, and offers advice on overcoming the cultural, organizational, and psychological barriers that keep us from practicing it.
Author: Daniel Coyle
Publisher: Bantam
ISBN: 0804176981
Category : Business & Economics
Languages : en
Pages : 305
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Book Description
NEW YORK TIMES BESTSELLER • The author of The Talent Code unlocks the secrets of highly successful groups and provides tomorrow’s leaders with the tools to build a cohesive, motivated culture. “A truly brilliant, mesmerizing read that demystifies the magic of great groups.”—Adam Grant, author of Think Again A BLOOMBERG AND LIBRARY JOURNAL BEST BOOK OF THE YEAR Where does great culture come from? How do you build and sustain it in your group, or strengthen a culture that needs fixing? In The Culture Code, Daniel Coyle goes inside some of the world’s most successful organizations—including the U.S. Navy’s SEAL Team Six, IDEO, and the San Antonio Spurs—and reveals what makes them tick. He demystifies the culture-building process by identifying three key skills that generate cohesion and cooperation, and explains how diverse groups learn to function with a single mind. Drawing on examples that range from Internet retailer Zappos to the comedy troupe Upright Citizens Brigade to a daring gang of jewel thieves, Coyle offers specific strategies that trigger learning, spark collaboration, build trust, and drive positive change. Coyle unearths helpful stories of failure that illustrate what not to do, troubleshoots common pitfalls, and shares advice about reforming a toxic culture. Combining leading-edge science, on-the-ground insights from world-class leaders, and practical ideas for action, The Culture Code offers a roadmap for creating an environment where innovation flourishes, problems get solved, and expectations are exceeded. Culture is not something you are—it’s something you do. The Culture Code puts the power in your hands. No matter the size of your group or your goal, this book can teach you the principles of cultural chemistry that transform individuals into teams that can accomplish amazing things together.
Author: Anthony Kim
Publisher: Corwin Press
ISBN: 1544323204
Category : Education
Languages : en
Pages : 194
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Book Description
Actions to increase effectiveness of schools in a rapidly changing world Schools, in order to be nimble and stay relevant and impactful, need to abandon the rigid structures designed for less dynamic times. The NEW School Rules expands cutting-edge organizational design and modern management techniques into an operating system for empowering schools with the same agility and responsiveness so vital in the business world. 6 simple rules create a unified vision of responsiveness among educators Real life case studies illustrate responsive techniques implemented in a variety of educational demographics 15 experiments guide school and district leaders toward increased responsiveness in their faculty and staff
Author: Amy C. Edmondson
Publisher: John Wiley & Sons
ISBN: 1118788435
Category : Business & Economics
Languages : en
Pages : 74
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Book Description
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.
Author: Kenneth Nowack and Paul J Zak
Publisher: Association for Talent Development
ISBN: 1952157781
Category : Business & Economics
Languages : en
Pages : 20
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Book Description
Search the internet for “worst bosses” and you will find plenty of real-life horror stories. Toxic leadership extends beyond screaming threats to subtler but equally damaging bullying, silence or ignoring, and exclusion. Three decades of research by academics and applications by practitioners have shown that, in contrast, leaders who create psychological safety gain and sustain high performance among employees. Psychologically safe cultures treat team members with care and empathy. In this issue of TD at Work, Kenneth Nowack and Paul J. Zak detail the role talent development professionals play in helping leaders hone their management skills. Further, they: · Provide a brief history and explain the neuroscience of psychological safety. · Review the reasons it leads to high-performance teams. · Identify ways leaders and organizations can create safe cultures. · Demonstrate how to measure psychological safety and related outcomes.Job aids included in this issue are a team psychological safety survey, a psychological safety exercise, and a leadership checklist.
Author: Dan Radecki
Publisher: Academy of Brain-Based Leadership
ISBN: 9781732159501
Category : Change (Psychology)
Languages : en
Pages : 174
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Book Description
Both scientific and industry research suggest that paying close attention to psychological safety has tangible benefits, not just to personal health and well-being, but to workplace productivity and performance. In 2015 Google released the findings of some compelling research known as 'The Aristotle Project'. In its quest to build the perfect team, Google assessed the factors common to their high-performing teams. They were shocked to find it was not the background, the experience, or the education of the team members that determined the team's success, but whether psychological safety was present within the team. Most of us understand the importance of physical safety. We protect ourselves and those around us, and know what physical interactions are socially acceptable, helpful, or harmful. Psychological safety, however, is a new frontier. Only now are we beginning to understand its importance and impact, thanks to recent advancements in neuroscience. For example, research shows that a 'hit' to our psychological safety can have a deeper and longer-lasting impact than a 'hit' to our physical selves. In fact, social rejection has the same impact on the brain as a punch to the face. Over time, the pain associated with a physical attack is difficult or impossible to recall. The memory of social rejection, however, even many years after the fact, can elicit the same strength of emotion as it did at the time of the event. When we experience an attack to our psychological safety, our brain is triggered into a stress response. Our cognitive abilities are compromised. Our higher, logical brain, the one responsible for thinking, creativity, decision-making, and self-control, goes off-line. In this derailed stress state we can find it difficult to concentrate, make decisions, or control our emotions. In a psychologically safe climate, people are not afraid to express themselves; they feel accepted and respected. This openness creates a fertile environment for thinking, creativity, innovation, and growth, and leads to more collaborative relationships and an overall improvement in individual and team productivity. So how do you identify and manage the triggers that threaten your psychological safety and hijack your brain? Based on the latest neuroscience research, the S.A.F.E.T.Y. model describes some of the most important social motivators of human behavior. Learn how to implement it in your life and your workplace, to reap the benefits of increased productivity and personal well-being. This revolutionary book offers actionable solutions to key questions that may be holding you (and your team) back from fulfilling your potential: Why am I so anxious and stressed? Why do I continue to do things I don't want to do? Why do I care so much about what others think of me? Why do I self-sabotage? And the most vital question of all: Why can't I change?
