Amy C. Edmondson

Novartis Professor of Leadership and Management

Amy C. Edmondson is the Novartis Professor of Leadership and Management. The Novartis Chair was established to enable the study of human interactions that lead to the creation of successful business enterprises for the betterment of society. Edmondson's research examines leadership, learning and innovation in teams and organizations, and has been published in numerous academic and managerial articles. Her book Teaming: How organizations learn, innovate and compete in the knowledge economy (Jossey-Bass, 2012) emphasizes managing the activities that enable collaborative work across boundaries, rather than designing and managing stable teams. She is currently studying collaboration across boundaries focused on innovation in the built environment.

Professor Edmondson teaches MBA and Executive Education courses in leadership, team effectiveness, and organizational learning, and a doctoral course in field research methods. She has served on 29 doctoral committees and is the author of more than 25 Harvard Business School case studies, including cases on Arup, The Cleveland Clinic, General Motors Powertrain, Prudential Financial, Simmons Mattress Company, YUM brands, IDEO product design, and NASA's failed Columbia mission. In 2003, the Academy of Management's Organizational Behavior Division selected Professor Edmondson for the Cummings Award for outstanding achievement in early mid-career, and in both 2000 and 2012 she received the OB division’s annual awards for the best paper published in the prior year. Her article with Anita Tucker, "Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change" received the 2004 Accenture Award for significant contribution to management practice.

Before her academic career, Edmondson was Director of Research at Pecos River Learning Centers, where she worked with founder and CEO Larry Wilson to design and implement organizational change programs in a variety of Fortune 100 companies. In the early 1980s, she worked as Chief Engineer for architect/inventor Buckminster Fuller, and her book, A Fuller Explanation, clarifies Fuller's mathematical contributions for anon-technical audience.

Edmondson received her PhD in organizational behavior, AM in psychology, and AB in engineering and design, all from Harvard University

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Books

Book | 2012

Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy

Amy C. Edmondson

Continuous improvement, understanding complex systems, and promoting innovation are all part of the landscape of learning challenges today's companies face. I show 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 mean 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. I outline 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. Based on years of research, this book shows how leaders can make organizational learning happen by building teams that learn.

Keywords: Change; Interpersonal Communication; Learning; Values and Beliefs; Innovation and Invention; Management; Performance Improvement; Groups and Teams; Research; Strategy; Complexity; Value;

Citation:
Edmondson, Amy C. Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy. Jossey-Bass, 2012.

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Book | 1996

Organizational Learning and Competitive Advantage

B. Moingeon and A. Edmondson

Keywords: Organizational Change and Adaptation; Competitive Advantage;

Citation:
Moingeon, B., and A. Edmondson. Organizational Learning and Competitive Advantage. London: Sage Publications, 1996.

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Book | 1992

A Fuller Explanation: The Synergetic Geometry of R. Buckminster Fuller

A. Edmondson

Keywords: Economics; Theory;

Citation:
Edmondson, A. A Fuller Explanation: The Synergetic Geometry of R. Buckminster Fuller. New York: Van Nostrand Reinhold, 1992.

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Journal Articles

Article | Medical Care | Forthcoming

Measuring Teamwork in Health Care Settings: A Review of Survey Instruments

Melissa Valentine, Ingrid M. Nembhard and Amy C. Edmondson

Background: Teamwork in health care settings is widely recognized as an important factor in providing high quality patient care. However, the behaviors that comprise effective teamwork, the organizational factors that support teamwork, and the relationship between teamwork and patient outcomes remain empirical questions in need of rigorous study. Objective: To identify and review survey instruments used to assess dimensions of teamwork, so as to facilitate high quality research on this topic. Research design: We conducted a systematic review of articles published before September 2012 to identify survey instruments used to measure teamwork and to assess their conceptual content, psychometric validity, and relationships to outcomes of interest. We searched the ISI Web of Knowledge database and identified relevant articles using the search terms team, teamwork, or collaboration in combination with survey, scale, measure, or questionnaire. Results: We found 39 surveys that measured teamwork. Surveys assessed different dimensions of teamwork. The most commonly assessed dimensions were communication, coordination, and respect. Of the 39 surveys, 10 met all of the criteria for psychometric validity, and 14 showed significant relationships to non-self-report outcomes. Conclusions: Evidence of psychometric validity is lacking for many teamwork survey instruments. However, several psychometrically valid instruments are available. Researchers aiming to advance research on teamwork in health care should consider using or adapting one of these instruments before creating a new one. Because instruments vary considerably in the behavioral processes and emergent states of teamwork that they capture, researchers must carefully evaluate the conceptual consistency between instrument, research question, and context.

Keywords: Teamwork; psychometric properties; survey instruments:;

Citation:
Valentine, Melissa, Ingrid M. Nembhard, and Amy C. Edmondson. "Measuring Teamwork in Health Care Settings: A Review of Survey Instruments." Medical Care (forthcoming).

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Article | Harvard Business Review |

Teamwork on the Fly

Amy C. Edmondson

In 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 Chilean miners. More and more people in nearly every industry now work on teams that vary in duration and have constantly shifting membership. Teaming presents technical and interpersonal challenges: people must get up to speed quickly on new topics and learn to work with others from different functions, divisions, and cultures. Several project management principles-scoping out the challenge, structuring the boundaries, and sorting tasks for execution-help leaders facilitate effective teaming. Leaders can also foster cross-boundary collaboration by emphasizing purpose, building psychological safety, and embracing failure and conflict. Individuals who learn to team well acquire knowledge, skills, and networks. Organizations learn to solve complex, cross-disciplinary problems, build stronger and more unified cultures, deliver a wide variety of products and services, and anticipate and manage unexpected events. Teaming helps companies and individuals execute and learn at the same time.

Keywords: teaming; cross-functional integration; organizational learning;

Citation:
Edmondson, Amy C. "Teamwork on the Fly." Harvard Business Review 90, no. 4 (April 2012).

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Article | Strategic Organization |

CEO Relational Leadership and Strategic Decision Quality in Top Management Teams: The Role of Team Trust and Learning from Failure

Abraham Carmeli, Asher Tishler and Amy C. Edmondson

In this study, we examine a complex pathway through which CEOs, who exhibit relational leadership, may improve the quality of strategic decisions of their top management teams (TMTs) by creating psychological conditions of trust and facilitating learning from failures in their teams. Structural equation modeling (SEM) analyses of survey data collected from 77 TMTs indicate that the relationship between CEO relational leadership and team learning from failures was mediated by trust between TMT members; and team learning from failures mediated the relationship between team trust and strategic decision quality. Supplemented by qualitative data from two TMTs, these findings suggest that CEOs can improve the quality of strategic decisions their TMTs make by shaping a relational context of trust and facilitating learning from failures.

Keywords: Leadership Development; Decisions; Management Teams; Trust; Learning; Management Analysis, Tools, and Techniques; Managerial Roles; Failure;

Citation:
Carmeli, Abraham, Asher Tishler, and Amy C. Edmondson. "CEO Relational Leadership and Strategic Decision Quality in Top Management Teams: The Role of Team Trust and Learning from Failure." Strategic Organization 10, no. 1 (February 2012).

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Article | Academy of Management Journal |

Implicit Voice Theories: Taken-for-granted Rules of Self-censorship at Work

J. R. Detert and Amy C. Edmondson

This article examines, in a series of four studies, the nature and impact of implicit voice theories-largely taken-for-granted beliefs about when and why speaking up at work is risky or inappropriate. In Study 1, qualitative data from 190 interviews conducted in a knowledge-intensive multinational corporation suggest that reluctance to speak up, even with pro-organizational suggestions, is driven by specific implicit theories about speaking up in hierarchies. Study 2 uses open-ended survey responses, with data from 185 working adults, to examine the generalizability of the implicit voice theories identified in Study 1. Studies 3 and 4 develop and test survey measures for five implicit voice theories, using additional samples comprised of more than 300 adults. The analyses establish psychometric properties of the new measures, including showing their discriminant validity from voice-related individual and organizational factors and their incremental predictive validity on workplace silence. Collectively, the results from the four studies indicate the prevalence of implicit voice theories and suggest that they are an important addition to extant explanations of workplace silence. We discuss implications of these results for theory and practice and suggest directions for future research.

Keywords: Spoken Communication; Interpersonal Communication; Employees; Managerial Roles; Organizational Culture; Risk and Uncertainty; Behavior;

Citation:
Detert, J. R., and Amy C. Edmondson. "Implicit Voice Theories: Taken-for-granted Rules of Self-censorship at Work." Academy of Management Journal 54, no. 3 (June 2011): 461–488.

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Article | Harvard Business Review |

Strategies for Learning from Failure

Amy C. Edmondson

Many 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, she says, some failures are inevitable and some are even good. And successful learning from failure is not simple: It requires context-specific strategies. But first leaders must understand how the blame game gets in the way and must work to create an organizational culture in which employees feel safe admitting or reporting on failure. Failures fall into three categories: preventable ones in predictable operations, which usually involve deviations from spec; unavoidable ones in complex systems, which may arise from unique combinations of needs, people, and problems; and intelligent ones at the frontier, where "good" failures occur quickly and on a small scale, providing the most valuable information. Strong leadership can build a learning culture--one in which failures large and small are consistently reported and deeply analyzed, and opportunities to experiment are proactively sought. Executives commonly and understandably worry that taking an understanding stance on failure will create an "anything goes" work environment. They should instead recognize that failure is inevitable in today's complex work organizations.

Keywords: Learning; Knowledge Use and Leverage; Leadership; Business Processes; Organizational Culture; Failure; Opportunities;

Citation:
Edmondson, Amy C. "Strategies for Learning from Failure." Harvard Business Review 89, no. 4 (April 2011).

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Column | Economist: The Ideas Economy |

Learning from Sustainable Community Experiments

Amy Edmondson, Tiona Zuzul and Robert Eccles

Keywords: Learning; Civil Society or Community;

Citation:
Edmondson, Amy, Tiona Zuzul, and Robert Eccles. "Learning from Sustainable Community Experiments." Blog: Early Ecocities. Economist: The Ideas Economy (January 10, 2011).

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Article | Research in Organizational Behavior |

Organizational Errors: Directions for Future Research

Paul S. Goodman, Rangaraj Ramanujam, John S. Carroll and Amy C. Edmondson

The goal of this paper is to promote research about organizational errors—i.e., the actions of multiple organizational participants that deviate from organizationally specified rules and can potentially result in adverse organizational outcomes. To that end, we advance the premise that organizational errors merit study in their own right as an organizational-level phenomenon of growing theoretical and managerial significance. We delineate organizational errors as a construct that is distinct from but related to individual-level errors and draw attention to its multi-level antecedents, mediating processes, and outcomes. We also discuss error management processes such as prevention, resilience, and learning and call for research to expand our currently limited understanding of how these processes unfold over time, i.e., before, during, and after the occurrence of organizational errors. Further, in the light of a recurring critique of prior error-related organizational studies as being narrowly context-bound and therefore of limited interest to organizational researchers in general, we elaborate on the critical need for future research to explicitly take into account the role of contextual features. We conclude with a discussion of key themes, unresolved issues, and promising research directions.

Keywords: Research; Organizations; Interests; Managerial Roles; Governing Rules, Regulations, and Reforms; Management Practices and Processes; Learning;

Citation:
Goodman, Paul S., Rangaraj Ramanujam, John S. Carroll, and Amy C. Edmondson. "Organizational Errors: Directions for Future Research." Research in Organizational Behavior 31 (2011): 151–176.

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Article | Journal of Product Innovation Management |

Product Development and Learning in Project Teams: The Challenges are the Benefits

A. C. Edmondson and I. Nembhard

Keywords: Product; Research and Development; Learning; Projects; Groups and Teams; Problems and Challenges;

Citation:
Edmondson, A. C., and I. Nembhard. "Product Development and Learning in Project Teams: The Challenges are the Benefits." Journal of Product Innovation Management 26, no. 2 (March 2009): 123–138.

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Article | Research in Organizational Behavior |

Silenced by Fear: The Nature, Sources, and Consequences of Fear at Work

Jennifer Kish Gephart, James R. Detert, Linda K. Trevino and Amy C. Edmondson

In every organization, individual members have the potential to speak up about important issues, but a growing body of research suggests that they often remain silent instead, out of fear of negative personal and professional consequences. In this chapter, we draw on research from disciplines ranging from evolutionary psychology to neuroscience, sociology, and anthropology to unpack fear as a discrete emotion and to elucidate its effects on workplace silence. In doing so, we move beyond prior descriptions and categorizations of what employees fear to present a deeper understanding of the nature of fear experiences, where such fears originate, and the different types of employee silence they motivate. Our aim is to introduce new directions for future research on silence as well as to encourage further attention to the powerful and pervasive role of fear across numerous areas of theory and research on organizational behavior.

Keywords: Organizations; Working Conditions; Research; Emotions; Employees; Motivation and Incentives; Theory; Behavior;

Citation:
Kish Gephart, Jennifer, James R. Detert, Linda K. Trevino, and Amy C. Edmondson. "Silenced by Fear: The Nature, Sources, and Consequences of Fear at Work." Research in Organizational Behavior 29 (2009): 163–193.

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Article | Harvard Business Review |

The Competitive Imperative of Learning

Amy C. Edmondson

Keywords: Competition; Learning;

Citation:
Edmondson, Amy C. "The Competitive Imperative of Learning." HBS Centennial Issue. Harvard Business Review 86, nos. 7/8 (July–August 2008): 60–67.

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Article | Harvard Business Review |

Is Yours a Learning Organization?

David A. Garvin, Amy C. Edmondson and Francesca Gino

This 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 from professors Garvin and Edmondson of Harvard Business School and assistant professor Gino of Carnegie Mellon University allows you to ground your efforts in becoming a learning organization. The tool's conceptual foundation is what the authors call the three building blocks of a learning organization. The first, a supportive learning environment, comprises psychological safety, appreciation of differences, openness to new ideas, and time for reflection. The second, concrete learning processes and practices, includes experimentation, information collection and analysis, and education and training. These two complementary elements are fortified by the final building block: leadership that reinforces learning. The survey instrument enables a granular examination of all these particulars, scores each of them, and provides a framework for detailed, comparative analysis. You can make comparisons within and among your institution's functional areas, between your organization and others, and against benchmarks that the authors have derived from their surveys of hundreds of executives in many industries. After discussing how to use their tool, the authors share the insights they acquired as they developed it. Above all, they emphasize the importance of dialogue and diagnosis as you nurture your company and its processes with the aim of becoming a learning organization. The authors' goal--and the purpose of their tool--is to help you paint an honest picture of your firm's learning culture and of the leaders who set its tone.

Keywords: Interpersonal Communication; Learning; Surveys; Leading Change; Management Analysis, Tools, and Techniques; Organizational Culture;

Citation:
Garvin, David A., Amy C. Edmondson, and Francesca Gino. "Is Yours a Learning Organization?" Harvard Business Review 86, no. 3 (March 2008).

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Journal Article | Systems Thinker |

Confronting the Tension Between Learning and Performance

Amy C. Edmondson and Sara J. Singer

Citation:
Edmondson, Amy C., and Sara J. Singer. "Confronting the Tension Between Learning and Performance." Systems Thinker 19, no. 1 (February 2008).

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Journal Article | Academy of Management Review |

Methodological Fit in Management Field Research

A. C. Edmondson and S. E. McManus

Methodological fit, an implicitly valued attribute of high-quality field research in organizations, has received little attention in the management literature. Fit refers to internal consistency among elements of a research project--research question, prior work, research design, and theoretical contribution. We introduce a contingency framework that relates prior work to the design of a research project, paying particular attention to the question of when to mix qualitative and quantitative data in a single research paper. We discuss implications of the framework for educating new field researchers.

Keywords: Education; Framework; Projects; Quality; Research;

Citation:
Edmondson, A. C., and S. E. McManus. "Methodological Fit in Management Field Research." Academy of Management Review 32, no. 4 (October 2007).

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Article | Management Science |

Implementing New Practices: An Empirical Study of Organizational Learning in Hospital Intensive Care Units

A. L. Tucker, I. Nembhard and A. C. Edmondson

Keywords: Practice; Organizations; Learning; Health; Information; Health Industry;

Citation:
Tucker, A. L., I. Nembhard, and A. C. Edmondson. "Implementing New Practices: An Empirical Study of Organizational Learning in Hospital Intensive Care Units." Management Science 53, no. 6 (June 2007): 894–907.

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Article | Harvard Business Review |

Why Employees Are Afraid to Speak Up

J. R. Detert and A. C. Edmondson

Keywords: Employees;

Citation:
Detert, J. R., and A. C. Edmondson. "Why Employees Are Afraid to Speak Up." Harvard Business Review 85, no. 5 (May 2007).

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Article | Journal of Organizational Behavior |

Making It Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Improvement Efforts in Health Care Teams

Ingrid Marie Nembhard and A. Edmondson

Keywords: Leadership; Health; Safety;

Citation:
Nembhard, Ingrid Marie, and A. Edmondson. "Making It Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Improvement Efforts in Health Care Teams." Special Issue on Healthcare: The problems are organizational not clinical. Journal of Organizational Behavior 27, no. 7 (November 2006): 941–966. (Award for Best Paper in Positive Organizational Scholarship, Ross School of Business, University of Maryland.)

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Journal Article | Harvard Business Review |

Facing Ambiguous Threats

Michael A. Roberto, Richard M.J. Bohmer and Amy C. Edmondson

Citation:
Roberto, Michael A., Richard M.J. Bohmer, and Amy C. Edmondson. "Facing Ambiguous Threats." Harvard Business Review 84, no. 11 (November 2006).

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Article | California Management Review |

Too Hot to Handle? How to Manage Relationship Conflict

A. C. Edmondson and D. M. Smith

Keywords: Management; Relationships; Conflict and Resolution;

Citation:
Edmondson, A. C., and D. M. Smith. "Too Hot to Handle? How to Manage Relationship Conflict." California Management Review 49, no. 1 (fall 2006): 6–31.

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Article | Leadership Quarterly |

How Values Backfire: Leadership, Attribution and Disenchantment in a Values-Driven Organization

Sandra Cha and Amy Edmondson

Keywords: Values and Beliefs; Leadership; Organizations;

Citation:
Cha, Sandra, and Amy Edmondson. "How Values Backfire: Leadership, Attribution and Disenchantment in a Values-Driven Organization." Leadership Quarterly 17, no. 1 (February 2006): 57–78.

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Article | Long Range Planning |

Failing to Learn and Learning to Fail (Intelligently): How Great Organizations Put Failure to Work to Innovate and Improve

M. D. Cannon and A. C. Edmondson

Keywords: Failure; Learning; Organizations; Labor; Innovation and Invention; Performance Improvement;

Citation:
Cannon, M. D., and A. C. Edmondson. "Failing to Learn and Learning to Fail (Intelligently): How Great Organizations Put Failure to Work to Innovate and Improve." Long Range Planning 38, no. 3 (June 2005): 299–319.

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Article | Quality & Safety in Health Care |

Learning from Failure in Health Care: Frequent Opportunities, Pervasive Barriers.

A. C. Edmondson

Keywords: Learning; Failure; Health; Opportunities;

Citation:
Edmondson, A. C. "Learning from Failure in Health Care: Frequent Opportunities, Pervasive Barriers." Quality & Safety in Health Care 13, no. 6 (December 2004): 3–9.

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Article | Organization Science |

The Mixed Effects of Inconsistency on Experimentation in Organizations

Fiona Lee, Amy C. Edmondson, Stefan Thomke and Monica Worline

Keywords: Organizations;

Citation:
Lee, Fiona, Amy C. Edmondson, Stefan Thomke, and Monica Worline. "The Mixed Effects of Inconsistency on Experimentation in Organizations." Organization Science 15, no. 3 (May–June 2004): 310–326.

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Article | California Management Review |

Why Hospitals Don't Learnfrom Failures: Organizational and Psychological Dynamics That InhibitSystem Change

A. Tucker and A. Edmondson

Keywords: Health Care and Treatment; Health Industry;

Citation:
Tucker, A., and A. Edmondson. "Why Hospitals Don't Learn from Failures: Organizational and Psychological Dynamics That Inhibit System Change." California Management Review 45, no. 2 (winter 2003). (Winner of Accenture Award For the article published in the California Management Review that has made the most important contribution to improving the practice of management.)

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Article | Journal of Management Studies |

Speaking up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams

A. Edmondson

Keywords: Health Care and Treatment; Leadership; Learning; Groups and Teams; Health Industry;

Citation:
Edmondson, A. "Speaking up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams." Journal of Management Studies 40, no. 6 (September 2003): 1419–1452.

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Article | Leadership Quarterly |

A Dynamic Model of Top Management Team Effectiveness: Managing Unstructured Task Streams

A. Edmondson, Michael A. Roberto and Michael Watkins

Keywords: Management; Groups and Teams; Performance Effectiveness;

Citation:
Edmondson, A., Michael A. Roberto, and Michael Watkins. "A Dynamic Model of Top Management Team Effectiveness: Managing Unstructured Task Streams." Leadership Quarterly 14, no. 3 (June 2003): 297–325.

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Article | Decision Sciences |

Learning How and Learning What: Effects of Tacit and Codified Knowledge on Performance Improvement Following Technology Adoption

Amy Edmondson, Gary P. Pisano, Richard Bohmer and Ann Winslow

Keywords: Learning; Knowledge; Performance; Technology;

Citation:
Edmondson, Amy, Gary P. Pisano, Richard Bohmer, and Ann Winslow. "Learning How and Learning What: Effects of Tacit and Codified Knowledge on Performance Improvement Following Technology Adoption." Decision Sciences 34, no. 2 (spring 2003): 197–223.

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Article | California Management Review |

Framing for Learning: Lessons in Successful Technology Implementation

A. Edmondson

Keywords: Learning; Technology;

Citation:
Edmondson, A. "Framing for Learning: Lessons in Successful Technology Implementation." California Management Review 45, no. 2 (winter 2003): 34–54.

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Article | Harvard Business Review |

When Values Backfire

A. Edmondson and Sandra Cha

Keywords: Values and Beliefs;

Citation:
Edmondson, A., and Sandra Cha. "When Values Backfire." Harvard Business Review 80, no. 11 (November 2002).

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Article | British Journal of Management |

Situated Knowledge and Learning in Dispersed Teams

Deborah Sole and Amy Edmondson

Keywords: Knowledge; Learning; Groups and Teams;

Citation:
Sole, Deborah, and Amy Edmondson. "Situated Knowledge and Learning in Dispersed Teams." British Journal of Management 13 (September 2002): S17–S34.

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Article | Organization Science |

The Local and Variegated Nature of Learning in Organizations: A Group-Level Perspective

Amy C. Edmondson

Keywords: Learning; Organizations; Perspective; Local Range;

Citation:
Edmondson, Amy C. "The Local and Variegated Nature of Learning in Organizations: A Group-Level Perspective." Organization Science 13, no. 2 (March–April 2002): 128–146.

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Article | Quality & Safety in Health Care |

Leading Organizational Learning in Health Care

J. S. Carroll and A. C. Edmondson

Keywords: Leadership; Organizations; Learning; Health Care and Treatment; Health Industry;

Citation:
Carroll, J. S., and A. C. Edmondson. "Leading Organizational Learning in Health Care." Quality & Safety in Health Care 11, no. 1 (March 2002): 51–56.

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Article | Journal of Organizational Change Management |

When Problem Solving Prevents Organizational Learning

Anita L. Tucker, Amy C. Edmondson and Steven Spear

Keywords: Problems and Challenges; Organizations; Learning;

Citation:
Tucker, Anita L., Amy C. Edmondson, and Steven Spear. "When Problem Solving Prevents Organizational Learning." Journal of Organizational Change Management 15, no. 2 (2002). (Best paper proceedings, Academy of Management Conference, Healthcare Management Division.)

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Article | Advances in Health Care Management |

Managing Routine Exceptions: A Model of Nurse Problem Solving Behavior

A. L. Tucker and Amy C. Edmondson

Keywords: Management; Health; Problems and Challenges; Behavior;

Citation:
Tucker, A. L., and Amy C. Edmondson. "Managing Routine Exceptions: A Model of Nurse Problem Solving Behavior." Advances in Health Care Management 3 (2002): 87–113.

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Article | Administrative Science Quarterly |

Disrupted Routines: Team Learning and New Technology Adaptation

Amy C. Edmondson, Richard Bohmer and Gary P. Pisano

Keywords: Learning; Technology; Groups and Teams; Disruption;

Citation:
Edmondson, Amy C., Richard Bohmer, and Gary P. Pisano. "Disrupted Routines: Team Learning and New Technology Adaptation." Administrative Science Quarterly 46 (December 2001): 685–716.

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Article | Harvard Business Review |

Speeding Up Team Learning

Amy C. Edmondson, Richard Bohmer and Gary P. Pisano

Keywords: Learning;

Citation:
Edmondson, Amy C., Richard Bohmer, and Gary P. Pisano. "Speeding Up Team Learning." Harvard Business Review 79, no. 9 (October 2001): 125–134.

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Article | Management Science |

Organizational Differences in Rates of Learning: Evidence from the Adoption of Minimally Invasive Cardiac Surgery

Gary P. Pisano, Richard Bohmer and Amy C. Edmondson

Keywords: Organizations; Learning; Health Care and Treatment; Health Industry;

Citation:
Pisano, Gary P., Richard Bohmer, and Amy C. Edmondson. "Organizational Differences in Rates of Learning: Evidence from the Adoption of Minimally Invasive Cardiac Surgery." Management Science 47, no. 6 (June 2001): 752.

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Article | Health Forum Journal |

Organizational Learning in Health Care

Richard Bohmer and A. Edmondson

Keywords: Learning; Organizations; Health; Health Industry;

Citation:
Bohmer, Richard, and A. Edmondson. "Organizational Learning in Health Care." Health Forum Journal (March/April 2001), 32–35.

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Article | Journal of Organizational Behavior |

Confronting Failure: Antecedents and Consequences of Shared Beliefs About Failure in Organizational Work Groups

M. Cannon and A. Edmondson

Keywords: Failure; Values and Beliefs; Organizations; Groups and Teams;

Citation:
Cannon, M., and A. Edmondson. "Confronting Failure: Antecedents and Consequences of Shared Beliefs About Failure in Organizational Work Groups." Journal of Organizational Behavior 22 (March 2001).

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Book Review | Academy of Management Review |

Book Review of The Innovation Journey by Van de Ven, Polley, Garud and Venkataraman

Amy C. Edmondson

Keywords: Innovation and Invention;

Citation:
Edmondson, Amy C. "Book Review of The Innovation Journey by Van de Ven, Polley, Garud and Venkataraman." Academy of Management Review (October 2000).

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Book Review | Administrative Science Quarterly |

Book Review of Theory and Research on Small Groups edited by R. Scott Tindale et al.

Amy C. Edmondson

Keywords: Theory; Research; Groups and Teams;

Citation:
Edmondson, Amy C. "Book Review of Theory and Research on Small Groups edited by R. Scott Tindale et al." Administrative Science Quarterly (September 2000).

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Article | American Journal of Medicine |

Incidence and Preventability of Adverse Drug Events in the Nursing Home Setting

J. H. Gurwitz, T. S. Field, J. Avorn, D. McCormick, S. Jain, M. Eckler, M. Benser, A. Edmondson and D. W. Bates

Keywords: Health; Health Industry;

Citation:
Gurwitz, J. H., T. S. Field, J. Avorn, D. McCormick, S. Jain, M. Eckler, M. Benser, A. Edmondson, and D. W. Bates. "Incidence and Preventability of Adverse Drug Events in the Nursing Home Setting." American Journal of Medicine 109 (2000): 87–94.

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Article | Administrative Science Quarterly |

Psychological Safety and Learning Behavior in Work Teams

A. Edmondson

Keywords: Learning; Behavior; Groups and Teams; Health;

Citation:
Edmondson, A. "Psychological Safety and Learning Behavior in Work Teams." Administrative Science Quarterly 44, no. 4 (December 1999): 350–383. (Outstanding Publication in Organizational Behavior, 2000 by the Academy of Management.)

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Article | Financial Times |

The How and Why of Organizational Learning

A. Edmondson and B. Moingeon

Keywords: Organizations; Learning;

Citation:
Edmondson, A., and B. Moingeon. "The How and Why of Organizational Learning." Financial Times (February 6, 1998), 14–15.

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Article | Management Learning |

From Organizational Learning to the Learning Organization

A. Edmondson and B. Moingeon

Keywords: Organizations; Learning;

Citation:
Edmondson, A., and B. Moingeon. "From Organizational Learning to the Learning Organization." Management Learning 29, no. 1 (1998): 5–20.

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Article | Critical Care Medicine |

Preventable Adverse Drug Events in Hospitalized Patients: A Comparative Study of Intensive Care and General Care Units

D. J. Cullen, J. Sweitzer, D. W. Bates, E. Burdick, A. Edmondson and L. L. Leape

Keywords: Health; Information;

Citation:
Cullen, D. J., J. Sweitzer, D. W. Bates, E. Burdick, A. Edmondson, and L. L. Leape. "Preventable Adverse Drug Events in Hospitalized Patients: A Comparative Study of Intensive Care and General Care Units." Critical Care Medicine 25, no. 8 (August 1997): 1289–1297.

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Article | Journal of Applied Behavioral Science |

Learning from Mistakes Is Easier Said than Done: Group and Organization Influences on the Detection and Correction of Human Error

A. Edmondson

Keywords: Learning; Groups and Teams; Organizations;

Citation:
Edmondson, A. "Learning from Mistakes Is Easier Said than Done: Group and Organization Influences on the Detection and Correction of Human Error." Journal of Applied Behavioral Science 32, no. 1 (1996): 5–28.

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Article | Human Relations |

Three Faces of Eden: The Persistence of Competing Theories and Multiple Diagnoses in Organizational Intervention Research

A. Edmondson

Keywords: Competition; Theory; Organizations; Research;

Citation:
Edmondson, A. "Three Faces of Eden: The Persistence of Competing Theories and Multiple Diagnoses in Organizational Intervention Research." Human Relations 49, no. 5 (1996): 571–595.

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Book Chapters

Chapter | Handbook of Organizational Learning and Knowledge Management | 2011

The Contribution of Teams to Organizational Learning

Kathryn S. Roloff, Anita W. Woolley and Amy C. Edmondson

Organizational learning theorists have proposed that teams play a critical role in organizational learning (Senge, 1990; Edmondson, 2002). Indeed, as organizations become increasingly more global, teams are formed to leverage knowledge, to increase efficiency, and to streamline work processes. However, little empirical research clarifies the link between team and organizational learning. In this chapter, we explore three streams of literature on team learning as a way to understand how organizations learn. In particular, we suggest that in order to fully understand organizational learning, research on team learning should be expanded from understanding how learning occurs within teams to understanding how learning occurs across teams. One way learning occurs across teams is when individuals are simultaneously members of more than one team. Through multiple team membership, team learning can cross-fertilize across teams, building organizational learning. Therefore, we propose that studying multiple team membership can serve as a promising avenue for drawing connections between team and organizational learning.

Citation:
Roloff, Kathryn S., Anita W. Woolley, and Amy C. Edmondson. "The Contribution of Teams to Organizational Learning." In Handbook of Organizational Learning and Knowledge Management. 2nd ed. Edited by M. Easterby-Smith, and M. Lyles, 249–272. London: John Wiley & Sons, 2011.

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Chapter | Constructing Green: Sustainability and the Places We Inhabit | 2013

Beyond Platinum: Making the Case for Titanium Buildings

J Herron, Amy C. Edmondson and Robert G. Eccles Jr.

Buildings are the nation's greatest energy consumers. Forty percent of all our energy is used for heating, cooling, lighting, and powering machines and devices in buildings. And despite decades of investment in green construction technologies, residential and commercial buildings remain stubbornly energy inefficient. This book looks beyond the technological and material aspects of green construction to examine the cultural, social, and organizational shift that sustainable building requires, examining the fundamental challenge to centuries-long traditions in design and construction that green building represents. The contributors consider the changes associated with green building through a sociological and organizational lens. They discuss shifts in professional expertise created by new social concerns about green building, including evolving boundaries of professional jurisdictions; changing industry strategies and structures, including the roles of ownership, supply firms, and market niches; new operational, organizational, and cultural arrangements, including the mainstreaming of environmental concerns; narratives and frames that influence the perception of green building; and future directions for the theory and practice of sustainable construction. The essays offer uniquely multidisciplinary insights into the transformative potential of green building and the obstacles that must be overcome to make it the norm.

Citation:
Herron, J., Amy C. Edmondson, and Robert G. Eccles Jr. "Beyond Platinum: Making the Case for Titanium Buildings." Chap. 6 in Constructing Green: Sustainability and the Places We Inhabit, edited by Andrew Hoffman. MIT Press, forthcoming.

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Chapter | Encyclopedia of the Sciences of Learning | 2012

Learning from Failure

M. D. Cannon and Amy C. Edmondson

Citation:
Cannon, M. D., and Amy C. Edmondson. "Learning from Failure." In Encyclopedia of the Sciences of Learning. Vol. 4 edited by Norbert M. Seel, 1859–1863. New York: Springer, 2012.

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Chapter | Restoring Trust in Organizations and Leaders: Enduring Challenges and Emerging Answers | 2012

Risky Trust: How Multi-entity Teams Develop Trust in High Risk Endeavors

Amy Edmondson and Faaiza Rashid

Citation:
Edmondson, Amy, and Faaiza Rashid. "Risky Trust: How Multi-entity Teams Develop Trust in High Risk Endeavors." In Restoring Trust in Organizations and Leaders: Enduring Challenges and Emerging Answers, edited by Roderick Kramer, and Todd Lowell Pittinsky. Oxford University Press, 2012.

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Chapter | Encyclopedia of Strategic Management | Forthcoming

Blending Quantitative and Qualitative Methods in Organizational Research

Amy C. Edmondson and Tiona Zuzul

Keywords: Mathematical Methods; Organizations;

Citation:
Edmondson, Amy C., and Tiona Zuzul. "Blending Quantitative and Qualitative Methods in Organizational Research." In Encyclopedia of Strategic Management, edited by D. Teece, and M. Augier. London: Palgrave Macmillan, forthcoming.

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Chapter | Infrastructure Sustainability and Design | 2012

Sustainable Cities: Oxymoron or the Shape of the Future?

Robert G. Eccles, Annissa Alusi, Amy C. Edmondson and Tiona Zuzul

Two trends are likely to define the 21st century: threats to the sustainability of the natural environment and dramatic increases in urbanization. This paper reviews the goals, business models, and partnerships involved in eight early "ecocity" projects to begin to identify success factors in this emerging industry. Ecocities, for the most part, are viewed as a means of mitigating threats to the natural environment while creating urban living capacity by combining low carbon and resource-efficient development with the use of information and communication technologies to better manage complex urban systems.

Keywords: Environmental Sustainability; City; Urban Development; Infrastructure; Housing; Urban Scope; Business Ventures; Business Model; Green Technology Industry;

Citation:
Eccles, Robert G., Annissa Alusi, Amy C. Edmondson, and Tiona Zuzul. "Sustainable Cities: Oxymoron or the Shape of the Future?" Chap. 18 in Infrastructure Sustainability and Design, edited by Spiro Pollalis, Andreas Georgoulias, Stephen Ramos, and Daniel Schodek, 247–265. New York: Routledge, 2012.

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Chapter | The Oxford Handbook of Positive Organizational Scholarship | 2011

Psychological Safety: A Foundation for Speaking Up, Collaboration, and Experimentation

Ingrid M. Nembhard and Amy C. Edmondson

Citation:
Nembhard, Ingrid M., and Amy C. Edmondson. "Psychological Safety: A Foundation for Speaking Up, Collaboration, and Experimentation." In The Oxford Handbook of Positive Organizational Scholarship, edited by Kim S. Cameron, and Gretchen M. Spreitzer. Oxford University Press, 2011.

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Chapter | Errors in Organizations | 2011

The Importance of Work Context in Organizational Learning from Error

Lucy H. MacPhail and Amy C. Edmondson

Keywords: Working Conditions; Situation or Environment; Organizational Change and Adaptation;

Citation:
MacPhail, Lucy H., and Amy C. Edmondson. "The Importance of Work Context in Organizational Learning from Error." In Errors in Organizations, edited by D. Hoffman, and M. Frese. Routledge, 2011.

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Chapter | Useful Research: Advancing Theory and Practice | 2011

Crossing Boundaries to Investigate Problems in the Field: An Approach to Useful Research

Amy C. Edmondson

Keywords: Problems and Challenges; Boundaries;

Citation:
Edmondson, Amy C. "Crossing Boundaries to Investigate Problems in the Field: An Approach to Useful Research." In Useful Research: Advancing Theory and Practice, edited by Susan Albers Mohrman, and Edward E. Lawler III. Berrett-Koehler Publishers, 2011.

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Chapter | Shortell and Kaluzny's Health Care Management: Organization Design and Behavior | 2011

Teams and Team Effectiveness in Health Services Organizations

Bruce J. Fried, Sharon Topping and Amy C. Edmondson

Keywords: Groups and Teams; Performance Effectiveness; Health; Health Industry;

Citation:
Fried, Bruce J., Sharon Topping, and Amy C. Edmondson. "Teams and Team Effectiveness in Health Services Organizations." In Shortell and Kaluzny's Health Care Management: Organization Design and Behavior. 6th ed. Edited by Lawton Burnes, Elizabeth Bradley, and Bryan Weiner. Clifton Park, NY: Delmar Cengage Learning, 2011.

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Chapter | Exploring Positive Identities and Organizations: Building a Theoretical and Research Foundation | 2009

Collaboration Across Knowledge Boundaries within Diverse Teams: Reciprocal Expertise Affirmation as an Enabling Condition

Amy C. Edmondson, Kate Roloff and Lucy H. MacPhail

We review research on expertise diversity, psychological safety, team collaboration, and role identity to propose a model in which reciprocal affirmations of expertise identity among team members—a feature of the team environment that we conceptualize as a dimension of team psychological safety—moderates the relationship between expertise diversity and collaboration across disciplinary or knowledge-based boundaries. We argue that mixed expertise teams in which members must work together across knowledge boundaries to accomplish challenging goals will be more likely to collaborate effectively if each individual member perceives that his or her expert identity, defined broadly to encompass disciplinary and other primary sources of role identification within the work context, is validated and valued by other team members. Reciprocal expertise affirmation is further hypothesized to be necessary but not sufficient for collaboration across expertise divides within diverse teams. We propose that conceptualizing reciprocal expertise affirmation as a dimension of psychological safety is a promising avenue through which to integrate positive identity with existing theory on interpersonal collaboration. Psychological safety is expected to reduce identity threats that may otherwise arise in diverse expertise contexts, encouraging open discussion of uncertainty, confusion, and mistakes and supporting learning across disciplinary boundaries. This lens on positive identity and collaboration exposes new opportunities for research on the role of positive identity as a moderator of multidisciplinary work processes within defined task groups.

Keywords: Interpersonal Communication; Experience and Expertise; Learning; Knowledge Use and Leverage; Groups and Teams; Familiarity; Identity; Cooperation;

Citation:
Edmondson, Amy C., Kate Roloff, and Lucy H. MacPhail. "Collaboration Across Knowledge Boundaries within Diverse Teams: Reciprocal Expertise Affirmation as an Enabling Condition." In Exploring Positive Identities and Organizations: Building a Theoretical and Research Foundation, edited by Laura M. Roberts, and Jane E. Dutton, 311–332. Psychology Press, 2009.

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Chapter | Team Effectiveness in Complex Organizations: Cross-disciplinary Perspectives and Approaches | 2008

Overcoming Barriers to Collaboration: Psychological Safety and Learning in Diverse Teams

A. Edmondson and Kate Roloff

We review research on psychological safety and team learning to identify core ideas and findings in these closely related literatures and to propose a model in which a negative relationship between team member diversity and team collaboration is moderated by psychological safety. We argue that when team members with diverse backgrounds must work together to accomplish challenging goals, psychological safety will facilitate their ability to overcome barriers to communication created by their differences. Although psychological safety may be of intrinsic value for all employees because it allows them to voice ideas, concerns, and questions at work, this chapter emphasizes the especially critical role of psychological safety in diverse teams. We hypothesize that the—potentially negative—effects of diversity on team collaboration and performance are mitigated by psychological safety.

Keywords: Interpersonal Communication; Diversity Characteristics; Learning; Performance Improvement; Groups and Teams; Social and Collaborative Networks;

Citation:
Edmondson, A., and Kate Roloff. "Overcoming Barriers to Collaboration: Psychological Safety and Learning in Diverse Teams." In Team Effectiveness in Complex Organizations: Cross-disciplinary Perspectives and Approaches, edited by E. Sales, G. G. Goodwin, and C. S. Burke.Organizational Frontiers Series. Mahwah, NJ: Lawrence Erlbaum Associates, 2008.

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Chapter | Learning and Performance Matter | 2008

When Learning and Performance Are at Odds: Confronting the Tension

Sara Jean Singer and A. C. Edmondson

This chapter explores complexities of the relationship between learning and performance. We start with the general proposition that learning promotes performance and then describe several challenges for researchers and managers who wish to study or promote learning in support of performance improvement. We also review psychological and interpersonal risks of learning behavior, suggest conditions under which exploratory learning and experimentation are most critical, and describe conditions and leader behaviors conducive to supporting this kind of learning in organizations. We illustrate our ideas with examples from field studies across numerous industry contexts, and conclude with a discussion of implications of this complex relationship for performance management.

Keywords: Learning; Leadership; Organizational Culture; Performance Improvement; Behavior;

Citation:
Singer, Sara Jean, and A. C. Edmondson. "When Learning and Performance Are at Odds: Confronting the Tension." In Learning and Performance Matter, edited by Prem Kumar, and Phil Ramsey. Singapore: World Scientific, 2008.

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Chapter | The Academy of Management Annals | 2007

Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process.

Amy C. Edmondson, James R. Dillon and Kate Roloff

The emergence of a research literature on team learning has been driven by at least two factors. First, longstanding interest in what makes organizational work teams effective leads naturally to questions about how members of newly formed teams learn to work together and how existing teams improve or adapt. Second, some have argued that teams play a crucial role in organizational learning. These interests have produced a growing and heterogeneous literature. Empirical studies of learning by small groups or teams present a variety of terms, concepts, and methods. This heterogeneity is both generative and occasionally confusing. We identify three distinct areas of research that provide insight into how teams learn to stimulate cross-area discussion and future research. We find that scholars have made progress in understanding how teams in general learn, and propose that future work should develop more precise and context-specific theories to help guide research and practice in disparate task and industry domains.

Keywords: Learning; Organizational Culture; Performance Improvement; Practice; Groups and Teams; Research; Adaptation; Cooperation;

Citation:
Edmondson, Amy C., James R. Dillon, and Kate Roloff. "Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process." In The Academy of Management Annals, edited by James P. Walsh, and Arthur P. Brief, 269–314. Psychology Press, 2007.

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Chapter | International Encyclopedia of Organization Studies | 2007

Psychological Safety

A. C. Edmondson

Keywords: Social Psychology; Safety;

Citation:
Edmondson, A. C. "Psychological Safety." In International Encyclopedia of Organization Studies, edited by Stewart R. Clegg, and James R. Bailey. Thousand Oaks, CA: Sage Publications, 2007.

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Chapter | Handbook of Organizational Development | 2007

Groups as Agents of Change

J. Richard Hackman and A. C. Edmondson

Keywords: Groups and Teams; Change Management;

Citation:
Hackman, J. Richard, and A. C. Edmondson. "Groups as Agents of Change." In Handbook of Organizational Development, edited by T. Cummings. Thousand Oaks, CA: Sage Publications, 2007.

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Chapter | Creativity and Innovation in Organizational Teams | 2005

Explaining Psychological Safety in Innovation Teams

A. Edmondson and Josephine Pichanick Mogelof

Keywords: Groups and Teams; Safety; Innovation and Management; Working Conditions; Social Psychology;

Citation:
Edmondson, A., and Josephine Pichanick Mogelof. "Explaining Psychological Safety in Innovation Teams." In Creativity and Innovation in Organizational Teams, edited by L. Thompson, and H. Choi, 109–136. Lawrence Erlbaum Associates, 2005.

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Chapter | Organization at the Limit: Lessons from the Columbia Disaster | 2005

The Recovery Window: Organizational Learning Following Ambiguous Threats

A. Edmondson, Erika Ferlins, Laura Feldman and Richard Bohmer

Keywords: Organizational Change and Adaptation; Organizational Design; Risk and Uncertainty; Opportunities;

Citation:
Edmondson, A., Erika Ferlins, Laura Feldman, and Richard Bohmer. "The Recovery Window: Organizational Learning Following Ambiguous Threats." In Organization at the Limit: Lessons from the Columbia Disaster, edited by M. Farjoun, and W. Starbuck, 220–245. Blackwell Publishing, 2005.

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Chapter | Health Care Management: Organization Design and Behavior | 1994

Groups and Teams

Bruce M Fried, Sharon Topping and A. Edmondson

Keywords: Groups and Teams;

Citation:
Fried, Bruce M., Sharon Topping, and A. Edmondson. "Groups and Teams." In Health Care Management: Organization Design and Behavior, edited by S. Shortell, and A. Kaluzny. Albany, NY: Delmar Publishers, 1994.

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Chapter | Work and Life Integration | 2004

The Role of Speaking Up in Work Life Balancing

A. Edmondson and J. R. Detert

Keywords: Work-Life Balance;

Citation:
Edmondson, A., and J. R. Detert. "The Role of Speaking Up in Work Life Balancing." In Work and Life Integration. Edited by E. Kossek, and S. Lambert. Mahwah, NJ: Lawrence Erlbaum Associates, 2004.

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Chapter | Trust and Distrust in Organizations: Dilemmas and Approaches | 2004

Psychological Safety, Trust and Learning: A Group-level Lens

A. Edmondson

Keywords: Trust; Learning; Groups and Teams; Safety; Social Psychology;

Citation:
Edmondson, A. "Psychological Safety, Trust and Learning: A Group-level Lens." In Trust and Distrust in Organizations: Dilemmas and Approaches, edited by Roderick Kramer, and Karen Cook, 239–272. New York: Russell Sage Foundation, 2004.

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Chapter | Consumer-Driven Health Care | 2004

Consumer-Driven Health Care: Management Matters

Richard M.J. Bohmer, Amy C. Edmondson and Gary P. Pisano

Keywords: Health Care and Treatment; Demand and Consumers; Management; Health Industry;

Citation:
Bohmer, Richard M.J., Amy C. Edmondson, and Gary P. Pisano. "Consumer-Driven Health Care: Management Matters." Chap. 52 in Consumer-Driven Health Care, edited by Regina E. Herzlinger, 570–588. San Francisco: Jossey-Bass, 2004.

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Chapter | Positive Organizational Scholarship | 2003

New Knowledge Creation: A Study in Positive Organizing

F Lee, A Caza, A. Edmondson and S. Thomke

Keywords: Organizational Design; Knowledge; Creativity;

Citation:
Lee, F., A Caza, A. Edmondson, and S. Thomke. "New Knowledge Creation: A Study in Positive Organizing." In Positive Organizational Scholarship, edited by K. S. Cameron, J. E. Dutton, and R. E. Quinn. Berrett-Koehler Publishers, 2003.

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Chapter | International Handbook of Organizational Learning and Knowledge Management | 2003

Understanding Outcomes of Organizational Learning Interventions

Amy C. Edmondson and Anita Williams Woolley

Keywords: Outcome or Result; Organizational Change and Adaptation;

Citation:
Edmondson, Amy C., and Anita Williams Woolley. "Understanding Outcomes of Organizational Learning Interventions." In International Handbook of Organizational Learning and Knowledge Management, edited by M. Easterby-Smith, and M. Lyles. London: Blackwell Publishing, 2003.

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Chapter | International Handbook of Organizational Teamwork | 2003

Managing the Risk of Learning: Psychological Safety in Work Teams

Amy C. Edmondson

Keywords: Groups and Teams; Learning; Risk and Uncertainty; Risk Management; Safety; Social Psychology;

Citation:
Edmondson, Amy C. "Managing the Risk of Learning: Psychological Safety in Work Teams." In International Handbook of Organizational Teamwork, edited by M. West. London: Blackwell Publishing, 2003.

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Chapter | The Strategic Management of Intellectual Capital and Organizational Knowledge: A Collection of Readings | 2002

Bridging Knowledge Gaps: Learning in Geographically Dispersed Cross-Functional Development Teams

D. Sole and A. Edmondson

Keywords: Knowledge Sharing; Knowledge Acquisition; Learning; Groups and Teams; Geographic Location; Organizational Structure;

Citation:
Sole, D., and A. Edmondson. "Bridging Knowledge Gaps: Learning in Geographically Dispersed Cross-Functional Development Teams." In The Strategic Management of Intellectual Capital and Organizational Knowledge: A Collection of Readings, edited by C. W. Choo, and N. Bontis. New York: Oxford University Press, 2002.

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Chapter | Research on Managing Groups and Teams: Technology | 2000

Learning New Technical and Interpersonal Routines in Operating Room Teams: The Case of Minimally Invasive Cardiac Surgery

Amy C. Edmondson, Richard Bohmer and Gary Pisano

Keywords: Groups and Teams; Health Care and Treatment; Practice; Competency and Skills; Training; Health Industry;

Citation:
Edmondson, Amy C., Richard Bohmer, and Gary Pisano. "Learning New Technical and Interpersonal Routines in Operating Room Teams: The Case of Minimally Invasive Cardiac Surgery." In Research on Managing Groups and Teams: Technology. Vol. 3, edited by B. Mannix, M. Neale, and T. Grifith, 29–51. Stamford: JAI Press, 2000.

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Chapter | Research on Groups and Teams | 1999

A Safe Harbor: Social Psychological Factors Effecting Boundary Spanning in Work Teams

A. Edmondson

Keywords: Groups and Teams; Boundaries; Social Psychology; Safety;

Citation:
Edmondson, A. "A Safe Harbor: Social Psychological Factors Effecting Boundary Spanning in Work Teams." In Research on Groups and Teams, edited by B. Mannix, M. Neale, and R. Wageman, 179–200. Greenwich, CT: JAI Press, 1999.

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Chapter | Organizational Learning and the Learning Organization: Developments in Theory and Practice | 1999

Learning, Trust and Organizational Change: Contrasting Models of Intervention Research in Organizational Behavior

A. Edmondson and B. Moingeon

Keywords: Organizational Change and Adaptation; Trust;

Citation:
Edmondson, A., and B. Moingeon. "Learning, Trust and Organizational Change: Contrasting Models of Intervention Research in Organizational Behavior." In Organizational Learning and the Learning Organization: Developments in Theory and Practice, edited by L. Araujo, J. Burgoyne, and M. Easterby-Smith. London: Sage Publications, 1999.

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Chapter | Trust, Learning and Economic Expectations | 1998

Trust and Organizational Learning

B. Moingeon and A. Edmondson

Keywords: Trust; Organizational Change and Adaptation;

Citation:
Moingeon, B., and A. Edmondson. "Trust and Organizational Learning." In Trust, Learning and Economic Expectations, edited by N. Lazaric, and E. Lorenz, 247–84. London: Edward Elgar Publishing, 1998.

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Chapter | Sense and Respond: Capturing Value in the Network Era | 1998

Virtual Teams: Using Communications Technology to Manage Geographically Dispersed Development Groups

Dorothy A. Leonard, P. A. Brands, Amy Edmondson and Justine Fenwick

Keywords: Groups and Teams; Communication Technology; Information Technology; Networks; Management; Technology Industry;

Citation:
Leonard, Dorothy A., P. A. Brands, Amy Edmondson, and Justine Fenwick. "Virtual Teams: Using Communications Technology to Manage Geographically Dispersed Development Groups." In Sense and Respond: Capturing Value in the Network Era, edited by Stephen P. Bradley, and Richard L. Nolan, 285–98. Boston: Harvard Business School Press, 1998.

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Chapter | Organizational Psychology | 1979

Learning from Mistakes Is Easier Said than Done: Group and Organization Influences on the Detection and Correction of Human Error

A. Edmondson

Keywords: Learning; Perception; Attitudes; Groups and Teams; Organizational Culture; Power and Influence;

Citation:
Edmondson, A. "Learning from Mistakes Is Easier Said than Done: Group and Organization Influences on the Detection and Correction of Human Error." In Organizational Psychology, edited by D. Kolb, I. Rubin, and J. McIntyre. Englewood Cliffs: Prentice Hall, 1979.

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Chapter | Pour une Nouvelle Approche du Management Public: Reflexions Autour du Michel Crozier | 1997

Confiance et Recherche-intervention

B. Moingeon, B. Ramanantsoa and A. Edmondson

Citation:
Moingeon, B., B. Ramanantsoa, and A. Edmondson. "Confiance et Recherche-intervention." In Pour une Nouvelle Approche du Management Public: Reflexions Autour du Michel Crozier, edited by M. Finger, and B. Ruchat, 131–151. Paris: Éditions Seli Arslan, 1997.

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Chapter | Organizational Learning and Competitive Advantage | 1996

When to Learn How and When to Learn Why: Appropriate Organizational Learning Processes as a Source of Competitive Advantage

A. Edmondson and B. Moingeon

Keywords: Learning; Competitive Advantage; Organizational Change and Adaptation; Organizational Design;

Citation:
Edmondson, A., and B. Moingeon. "When to Learn How and When to Learn Why: Appropriate Organizational Learning Processes as a Source of Competitive Advantage." In Organizational Learning and Competitive Advantage, by B. Moingeon, and A. Edmondson. London: Sage Publications, 1996.

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Chapter | Business Research Yearbook: Global Business Perspectives | 1995

The Learning Organization: An Integrative Approach

A. Edmondson and B. Moingeon

Keywords: Organizational Change and Adaptation; Organizational Design; Integration;

Citation:
Edmondson, A., and B. Moingeon. "The Learning Organization: An Integrative Approach." In Business Research Yearbook: Global Business Perspectives. Vol. 2, edited by A. F. Alkhafaji. University Press of America, Inc., 1995.

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Chapter | The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization | 1994

Notes on Edgar Schein

Amy C. Edmondson

Citation:
Edmondson, Amy C. "Notes on Edgar Schein." In The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization, edited by P. Senge, R. Ross, B. Smith, C. Roberts, and A. Kleiner, 267–268. New York: Doubleday, 1994.

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Chapter | Creative Work | 1990

Business in Transformation

A. Edmondson and S. Janger

Keywords: Business Ventures; Transformation;

Citation:
Edmondson, A., and S. Janger. "Business in Transformation." In Creative Work, edited by W. Harman, and J. Horman. Indianapolis: Knowledge Systems, 1990.

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Working Papers

Working Paper | HBS Working Paper Series | 2013

The Rich Get Richer: Enabling Conditions for Knowledge Use in Organizational Work Teams

Melissa A. Valentine, Bradley R. Staats and Amy C. Edmondson

Individuals benefit from accessing others' expertise, known as knowledge sourcing. Previous research has theorized supply-side explanations (e.g., availability of knowledge) and demand-side explanations (e.g., a challenging task) for why people source knowledge, but thus far the influence of information processing—how people interpret and synthesize information—on knowledge sourcing has received little attention. In this paper, we introduce an information processing perspective on knowledge sourcing by theorizing how knowledge sourcing is enabled by conditions known to influence individual and group information processing. We develop a multi-level model to examine knowledge sourcing from an electronic knowledge repository (KR) and find that when individuals have strong information processing capabilities—stemming from experiential knowledge-bases like work experience or experience with the organizational context—they engage in more frequent KR sourcing. Also, when individuals are embedded in teams with strong social information processing capabilities, such as teams with experience working together, they engage in more KR sourcing. The multi-level perspective is critical: we also find that team experience moderates the relationship between individual experience and KR sourcing. Our paper advances theory on knowledge management and offers insight for supporting team performance.

Keywords: Information Processing; knowledge management; Knowledge Sourcing; Multilevel Theory; Team Performance;

Citation:
Valentine, Melissa A., Bradley R. Staats, and Amy C. Edmondson. "The Rich Get Richer: Enabling Conditions for Knowledge Use in Organizational Work Teams." Harvard Business School Working Paper, No. 13–001, July 2012. (Revised May 2013.)

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Working Paper | HBS Working Paper Series | 2013

Team Scaffolds: How Minimal Team Structures Enable Role-Based Coordination

Melissa A. Valentine and Amy C. Edmondson

In this paper, we integrate research on role-based coordination with concepts adapted from the team effectiveness literature to theorize how team scaffolds enable effective coordination among people who do not work together regularly. We argue that role-based coordination among relative strangers can be interpersonally challenging and propose that team scaffolds (minimal team structures that bound groups of roles) may provide occupants with a temporary shared in-group that facilitates interaction. We develop and test these ideas in a multi-method field study of a hospital emergency department that introduced minimal team structures that we refer to as team scaffolds. We adapt network methods to compare coordination patterns before and after team scaffolds were implemented. Our results show that the team scaffolds improved performance, in part by reducing the number of partners with whom each role occupant coordinated. We then analyze qualitative interview data to theorize the social experience of working in team scaffolds. We find that the minimal team structures provided a kind of social scaffolding that facilitated group-level coordination between roles. The temporary shared in-group that emerged in the team scaffolds supported a sense of belonging, reduced interpersonal risk, and led individuals to expect account-giving behavior from other roles. Our study contributes to research on role-based coordination, team and organizational boundaries, and team size.

Keywords: Team Scaffolds; Role-based Coordination; Team Effectiveness; Multi-methods; Health Care and Treatment; Data and Data Sets; Knowledge Use and Leverage; Organizational Structure; Outcome or Result; Performance Effectiveness; Groups and Teams; Networks; Behavior; Balance and Stability; Health Industry;

Citation:
Valentine, Melissa A., and Amy C. Edmondson. "Team Scaffolds: How Minimal Team Structures Enable Role-Based Coordination." Harvard Business School Working Paper, No. 12–062, January 2012. (Revised September 2012, April 2013.)

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Working Paper | HBS Working Paper Series | 2012

Ambiguity Squared: Growing a New Business in a Nascent Industry

Tiona Zuzul and Amy C. Edmondson

This paper explores how entrepreneurs grow a new business in a nascent industry. Through a longitudinal, qualitative study of a new company in the nascent smart cities industry, we examine how company leaders grew a new venture while facing the ambiguity inherent in the very early phases of a new industry. We identify two distinct essential journeys that enabled the company to grow: an internal journey focused on developing and refining a business model and an external journey focused on legitimating both the firm and its growing industry. Our study illuminates the activities entrepreneurs undertake in pursuing these interconnected journeys. We also show how externally and internally oriented activities can interfere with each other. Not only do they require different skills and approaches, but successfully pursuing one can impair an entrepreneur's ability to manage the other. Pursuing both journeys simultaneously is thus even more challenging than the challenges considered separately would imply. We argue that growth in a new industry may require skillful attention to both journeys while also managing their problematic interactions. Our findings contribute to research on entrepreneurship in nascent industries and suggest directions for future research.

Keywords: Business Model; Business Startups; Decision Making; Entrepreneurship; Innovation and Invention; Goals and Objectives; Environmental Sustainability; Social and Collaborative Networks; Strategy; Green Technology Industry; Real Estate Industry;

Citation:
Zuzul, Tiona, and Amy C. Edmondson. "Ambiguity Squared: Growing a New Business in a Nascent Industry." Harvard Business School Working Paper, No. 11–099, March 2011. (Revised April 2011, January 2012, October 2012.)

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Working Paper | HBS Working Paper Series | 2011

Risky Trust: How Multi-entity Teams Develop Trust in a High Risk Endeavor

Faaiza Rashid and Amy C. Edmondson

This paper explicates the challenge of risky trust, which we define as trust that exists between parties vulnerable to high economic, legal, or reputational risks at individual or organizational levels. Drawing from analyses of data collected in a grounded case study of a multi-million dollar construction project, we identify dimensions, antecedents, and behavioral consequences of risky trust. Undertaken in the U.S. construction industry, a context known for its lack of trust, our study offers insights for trust repair.

Keywords: Interpersonal Communication; Leadership; Business Processes; Groups and Teams; Risk and Uncertainty; Trust; Construction Industry; United States;

Citation:
Rashid, Faaiza, and Amy C. Edmondson. "Risky Trust: How Multi-entity Teams Develop Trust in a High Risk Endeavor." Harvard Business School Working Paper, No. 11–089, February 2011.

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Working Paper | HBS Working Paper Series | 2010

Sustainable Cities: Oxymoron or the Shape of the Future?

Annissa Alusi, Robert G. Eccles, Amy C. Edmondson and Tiona Zuzul

Two trends are likely to define the 21st century: threats to the sustainability of the natural environment and dramatic increases in urbanization. This paper reviews the goals, business models, and partnerships involved in eight early "ecocity" projects to begin to identify success factors in this emerging industry. Ecocities, for the most part, are viewed as a means of mitigating threats to the natural environment while creating urban living capacity, by combining low carbon and resource-efficient development with the use of information and communication technologies (ICT) to better manage complex urban systems.

Keywords: Communication Technology; Investment; City; Infrastructure; Business and Government Relations; Environmental Sustainability; Urban Development; Information Technology; Green Technology Industry; Real Estate Industry;

Citation:
Alusi, Annissa, Robert G. Eccles, Amy C. Edmondson, and Tiona Zuzul. "Sustainable Cities: Oxymoron or the Shape of the Future?" Harvard Business School Working Paper, No. 11–062, December 2010. (Revised January 2011, March 2011, April 2011.)

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Working Paper | HBS Working Paper Series | 2010

Performance Tradeoffs in Team Knowledge Sourcing

Bradley R. Staats, Melissa Valentine and Amy C. Edmondson

This research examines how teams organize knowledge sourcing (obtaining access to others' knowledge or expertise) and investigates the performance trade-offs involved in two approaches to knowledge sourcing in teams. One approach a team can take is to specialize, such that a small number of members source knowledge on behalf of the team. This specialized knowledge-sourcing approach lowers search costs. The other approach has most or all team members engaging in knowledge sourcing. This broad approach means that more team members interact directly with the knowledge source, and thus may understand the knowledge better. These options present a sourcing paradox: teams cannot reap the advantages of specialized sourcing and the advantages of broad sourcing. They face performance tradeoffs. Further under some conditions performance tradeoffs will be more pronounced. Specifically, specialized knowledge sourcing depends on within team knowledge sharing, and so conditions that hinder knowledge sharing in a team are likely to reduce the effectiveness of the specialized approach. Using archival data from several hundred software development projects in an Indian software services firm, we find support for most of our hypotheses. Our findings offer insight for theory and practice into how team organization, organizational knowledge resources, and within-team knowledge sharing can aid team performance.

Keywords: Information Management; Knowledge Sharing; Knowledge Use and Leverage; Performance Efficiency; Performance Productivity; Quality; Groups and Teams; Information Technology Industry; India;

Citation:
Staats, Bradley R., Melissa Valentine, and Amy C. Edmondson. "Performance Tradeoffs in Team Knowledge Sourcing." Harvard Business School Working Paper, No. 11–031, September 2010. (Revised December 2010, May 2011, and October 2011.)

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Cases and Teaching Materials

Case | HBS Case Collection | 2013

'Argo': The CIA's Mission Impossible in Iran

Amy C. Edmondson and Jeremy Tachau

Citation:
Edmondson, Amy C., and Jeremy Tachau. "'Argo': The CIA's Mission Impossible in Iran." Harvard Business School Case 613-087, April 2013.

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Case | HBS Case Collection | 2012 (Revised from original 2012 version)

Addleshaw Goddard LLP (Abridged)

Robert G. Eccles, Amy C. Edmondson and James Weber

Addleshaw-Goddard (AG), the 15th largest law firm in the UK, is seeking ways to serve larger clients on more important legal matters. Part of this strategy involves its "Client Development Centre (CDC)," an innovative idea and set of services launched by Dr. Jim Hever who holds a Ph.D. in Strategic Leadership Development. The mission of the CDC is to improve the capabilities of clients' in-house legal departments by making them better partners with the business units and improving their leadership skills. The CDC has adopted an innovative pricing structure. Rather than charging direct fees for these consulting services, it proposed to the client that it contract with the firm for five times this amount in legal fees that might otherwise have gone to another law firm. It is in this way, AG hopes to increase its position with its larger clients. AG has also developed a very systematic program for identifying and serving its key clients, developed in collaboration with Cranfield School of Management. It is these clients that will be the focus of the efforts for the CDC. In addition, the firm has co-developed a training program with Cranfield to improve the skills of its own partners. The case explores whether these initiatives will lead to a long-term competitive advantage. The firm believes what really will produce competitive advantage is its "Me-To-You Mindset" initiative that encourages partners to look at the world through their clients' eyes. At the end of the case Hever is reflecting on a proposal he submitted for providing CDC services to one of the largest UK companies. The general counsel wants to pay for these services in cash should he decide to accept the proposal, rather than hiring AG for more legal work. Hever is wondering if this is a good way to take advantage of recent reforms allowing law firms to provide other professional services, like consulting, or if this is "off-strategy" for the mission of the CDC.

Keywords: Price; Innovation and Invention; Service Operations; Partners and Partnerships; Competitive Advantage; Diversification; Legal Services Industry; United Kingdom;

Citation:
Eccles, Robert G., Amy C. Edmondson, and James Weber. "Addleshaw Goddard LLP (Abridged)." Harvard Business School Case 413-064, December 2012. (Revised from original September 2012 version.)

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Teaching Plan | HBS Case Collection | 2012

Living PlanIT (TP)

Robert G. Eccles, Amy C. Edmondson, John Macomber and Ryan Johnson

Citation:
Eccles, Robert G., Amy C. Edmondson, John Macomber, and Ryan Johnson. "Living PlanIT (TP)." Harvard Business School Teaching Plan 413-039, August 2012.

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Case | HBS Case Collection | 2013

Building Innovation at Terrapin Bright Green

Amy C. Edmondson, Sydney Ribot and Mary Saunders

Describes Terrapin Bright Green, an environmental consulting and strategic planning firm, and its approach for creating integrative, systematic solutions to green-building conundrums through consulting, research, and policy-related activities. Emphasis is placed on the role of integrated design and the intensive team-based "charrette" process in Terrapin's consulting work as well as on the design trends of biophilia and biomimicry. The case focuses on the sustainable redesign of 111 8th Avenue, New York, New York, to explore the challenge of managing strategic, intangible services in the context of Terrapin's more concrete focus historically. A serendipitous discovery leads the founders to consider how the firm could systematize its process while maintaining the flexibility that made it successful.

Keywords: integrated design; entrepreneurs; Creative Industries; CONSULTING firms; Energy; Design; Governance; Growth and Development; Innovation and Invention; Knowledge; Labor; Organizations; Problems and Challenges; Research; Strategy; Value; Consulting Industry; New York (city, NY);

Citation:
Edmondson, Amy C., Sydney Ribot, and Mary Saunders. "Building Innovation at Terrapin Bright Green." Harvard Business School Case 613-053, March 2013.

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Supplement | HBS Case Collection | 2013

Cincinnati Children’s Hospital Medical Center, Video Supplement 2012

Anita Tucker and Amy Edmondson

Keywords: process improvement; leadership succession; healthcare; quality and safety; transparency;

Citation:
Tucker, Anita, and Amy Edmondson. "Cincinnati Children’s Hospital Medical Center, Video Supplement 2012." Harvard Business School Video Supplement 613-710, February 2013.

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Case | HBS Case Collection | 2012

Designing a Culture of Collaboration at Lake Nona Medical City

Amy C. Edmondson, Sydney Ribot and Tiona Zuzul

Describes Lake Nona, a 7,000-acre residential and research cluster in central Florida, and its process and innovation culture, and Lake Nona Institute, the organization behind the planning and governance of this new eco-friendly community. Emphasis is placed on the institutional collaboration and governance decisions behind Lake Nona's "Medical City" component. Five years after development began, the site boasts a research cluster that has succeeded in attracting scientific talent and residential interest, and has put in place a collaborative governance structure intended to encourage innovation, trust-building, and communication. When the Institute's president is asked to decide who the next tenant in Medical City should be, he considers what kind of process would allow them to best grow going forward. Focuses on 1) the nature of collaboration in the development of new ventures, 2) the managerial challenges of mediation between hierarchical organization processes and consensus-driven structure, and 3) the product development process of a developer in a nascent industry.

Keywords: collaboration; innovation; governance; health care; real estate; entrepreneurship; Collaborative Innovation and Invention; Governance; Real Estate Industry; Florida;

Citation:
Edmondson, Amy C., Sydney Ribot, and Tiona Zuzul. "Designing a Culture of Collaboration at Lake Nona Medical City." Harvard Business School Case 613-022, October 2012.

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Case | HBS Case Collection | 2012 (Revised from original 2012 version)

Global Knowledge Management at Danone (A) (Abridged)

Amy C. Edmondson and David Lane

This case explores French consumer goods company Danone's novel approach to knowledge management. In 2007, Human Resource Chief (Executive Vice President) Franck Mougin assesses the company's knowledge-sharing tools and considers his options going forward. Through informal knowledge marketplaces and sharing networks, Danone had helped managers connect with each other and share good practices peer-to-peer, rather than relying on traditional hierarchical lines of communication or IT repositories. From 2004 to 2007, Mougin and his team had found that 5,000 Danone managers around the world-the company conducted business in 120 countries-had shared about 640 now-documented good practices. In 2007, the strategic importance of saving time in a decentralized organization through adoption of colleagues' good practices was put to a test. Should the knowledge management tools be extended to include all employees and external partners on a regular basis? And on top of sharing good practices, could it be extended to include the creation of new solutions and processes? Would this require more formalization of processes and more tracking of results? The case illustrates Mougin's options on taking knowledge management into the future of Danone.

Keywords: Decision Choices and Conditions; Employee Relationship Management; Knowledge Management; Knowledge Sharing; Social and Collaborative Networks; Expansion; Consumer Products Industry; France;

Citation:
Edmondson, Amy C., and David Lane. "Global Knowledge Management at Danone (A) (Abridged)." Harvard Business School Case 613-003, July 2012. (Revised from original July 2012 version.)

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Supplement | HBS Case Collection | 2012

Columbia’s Final Mission (Abridged) (B)

Amy C. Edmondson and Kerry Herman

Keywords: leadership; cognitive biases; teams; organizational culture; organizational learning; ambiguous threat; decision making;

Citation:
Edmondson, Amy C., and Kerry Herman. "Columbia’s Final Mission (Abridged) (B)." Harvard Business School Supplement 612-096, May 2012.

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Case | HBS Case Collection | 2012

Columbia's Final Mission (Abridged) (A)

Amy C. Edmondson and Kerry Herman

This case documents decision-making processes, organizational culture, and other contributors to NASA's failed Columbia mission in 2003. Addresses the question of how organizations should deal with "ambiguous threats" - weak signals of potential crisis - and explores why ambiguous threats are so challenging to manage.

Keywords: leadership; cognitive biases; teams; organizational culture; organizational learning; ambiguous threat; decision making; Leadership; Organizational Culture; Decision Making; Failure; Crisis Management; Aerospace Industry;

Citation:
Edmondson, Amy C., and Kerry Herman. "Columbia's Final Mission (Abridged) (A)." Harvard Business School Case 612-095, May 2012.

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Case | HBS Case Collection | 2012 (Revised from original 2011 version)

The 2010 Chilean Mining Rescue (A)

Amy C. Edmondson, Faaiza Rashid and Herman B. "Dutch" Leonard

Keywords: Mining; Chile;

Citation:
Edmondson, Amy C., Faaiza Rashid, and Herman B. "Dutch" Leonard. "The 2010 Chilean Mining Rescue (A)." Harvard Business School Case 612-046, May 2012. (Revised from original November 2011 version.)

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Teaching Note | HBS Case Collection | 2012 (Revised from original 2010 version)

Global Knowledge Management at Danone (TN) (A), (B) and (C)

Amy C. Edmondson and Natalie Kindred

Teaching Note for 608107.

Keywords: Management Practices and Processes; Knowledge Management; Geographic Location; Time Management; Consumer Products Industry; France;

Citation:
Edmondson, Amy C., and Natalie Kindred. "Global Knowledge Management at Danone (TN) (A), (B) and (C)." Harvard Business School Teaching Note 610-076, April 2012. (Revised from original May 2010 version.)

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Case | HBS Case Collection | 2012 (Revised from original 2012 version)

Intel: Exploring Market Opportunities in Water

Robert G. Eccles, Amy C. Edmondson, George Serafeim and Sarah E. Farrell

Keywords: Markets;

Citation:
Eccles, Robert G., Amy C. Edmondson, George Serafeim, and Sarah E. Farrell. "Intel: Exploring Market Opportunities in Water." Harvard Business School Case 412-100, April 2012. (Revised from original January 2012 version.)

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Supplement | HBS Case Collection | 2012 (Revised from original 2011 version)

Global Knowledge Management at Danone (B)

Amy C. Edmondson, Ruth Dittrich and Daniela Beyersdorfer

The (B) case gives an update on the development of knowledge management at Danone two years after the (A) case: The Networking Attitude spread throughout the company and the question is posed whether Danone should move to virtual networking in addition to face-to-face networking.

Keywords: Knowledge Management;

Citation:
Edmondson, Amy C., Ruth Dittrich, and Daniela Beyersdorfer. "Global Knowledge Management at Danone (B)." Harvard Business School Supplement 611-079, March 2012. (Revised from original May 2011 version.)

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Supplement | HBS Case Collection | 2012 (Revised from original 2011 version)

Global Knowledge Management at Danone (C)

Amy C. Edmondson, Ruth Dittrich and Daniela Beyersdorfer

The (C) case provides an update on the B-case decision and describes the introduction of Dan 2.0, an internal social virtual network for the purpose of knowledge sharing in a company that was only used to face-to-face networking.

Keywords: Innovation and Management; Knowledge Sharing; Technology Networks; Opportunities; Problems and Challenges; Networks; Employees; Motivation and Incentives; Knowledge Management; Management Practices and Processes;

Citation:
Edmondson, Amy C., Ruth Dittrich, and Daniela Beyersdorfer. "Global Knowledge Management at Danone (C)." Harvard Business School Supplement 611-080, March 2012. (Revised from original May 2011 version.)

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Background Note | HBS Case Collection | 2012 (Revised from original 2011 version)

A Note on Water

Robert G. Eccles, Amy C. Edmondson, George Serafeim and Sarah E. Farrell

This note provides background on the complex issues regarding the supply and consumption of water and how this natural resource is at increasing risk, resulting in significant economic, political and environmental issues.

Keywords: Economics; Government and Politics; Demand and Consumers; Supply and Industry; Risk and Uncertainty; Natural Environment; Pollution and Pollutants; Environmental Sustainability;

Citation:
Eccles, Robert G., Amy C. Edmondson, George Serafeim, and Sarah E. Farrell. "A Note on Water." Harvard Business School Background Note 412-050, February 2012. (Revised from original August 2011 version.)

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Supplement | HBS Case Collection | 2012 (Revised from original 2011 version)

The 2010 Chilean Mining Rescue (B)

Amy Edmondson, Faaiza Rashid and Herman B. "Dutch" Leonard

Citation:
Edmondson, Amy, Faaiza Rashid, and Herman B. "Dutch" Leonard. "The 2010 Chilean Mining Rescue (B)." Harvard Business School Supplement 612-047, February 2012. (Revised from original November 2011 version.)

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Teaching Note | HBS Case Collection | 2012 (Revised from original 2005 version)

Columbia's Final Mission: A Multimedia Case (TN)

Michael Roberto, Richard M.J. Bohmer, Amy C. Edmondson and Erika Ferlins

Teaching Note to (9-305-032).

Keywords: Media; News; Media and Broadcasting Industry; Aerospace Industry;

Citation:
Roberto, Michael, Richard M.J. Bohmer, Amy C. Edmondson, and Erika Ferlins. "Columbia's Final Mission: A Multimedia Case (TN)." Harvard Business School Teaching Note 305-033, January 2012. (Revised from original June 2005 version.)

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Case | HBS Case Collection | 2011 (Revised from original 2010 version)

Ricoh Company, Ltd.

Robert G. Eccles, Amy C. Edmondson, Marco Iansiti and Akiko Kanno

Ricoh, the Japanese copier manufacturer, is committed to reducing its environmental impact to one-eighth of its 2000 levels by 2050. It has already introduced three stages of environmental awareness to its operations, and its recycled copier business broke even in 2006. The company developed environmental accounting methods and produces annual environmental and sustainability reports, but Ricoh is concerned that investors may not take these efforts into account.

Keywords: Environmental Accounting; Financial Reporting; Integrated Corporate Reporting; Investment; Operations; Corporate Social Responsibility and Impact; Environmental Sustainability; Electronics Industry; Manufacturing Industry; Japan;

Citation:
Eccles, Robert G., Amy C. Edmondson, Marco Iansiti, and Akiko Kanno. "Ricoh Company, Ltd." Harvard Business School Case 610-053, December 2011. (Revised from original February 2010 version.)

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Case | HBS Case Collection | 2011 (Revised from original 2007 version)

Global Knowledge Management at Danone (A)

Amy C. Edmondson, Bertrand Moingeon, Vincent Marie Dessain and Ane Damgaard Jensen

This case explores French consumer goods company Danone's novel approach to knowledge management. In 2007, Human Resource Chief (Executive Vice President) Franck Mougin assesses the company's knowledge-sharing tools and considers his options going forward. Through informal knowledge marketplaces and sharing networks, Danone had helped managers connect with each other and share good practices peer-to-peer, rather than relying on traditional hierarchical lines of communication or IT repositories. From 2004 to 2007, Mougin and his team had found that 5,000 Danone managers around the world-the company conducted business in 120 countries-had shared about 640 now-documented good practices. In 2007, the strategic importance of saving time in a decentralized organization through adoption of colleagues' good practices was put to a test. Should the knowledge management tools be extended to include all employees and external partners on a regular basis? And on top of sharing good practices, could it be extended to include the creation of new solutions and processes? Would this require more formalization of processes and more tracking of results? The case illustrates Mougin's options on taking knowledge management into the future of Danone.

Keywords: Decision Choices and Conditions; Employee Relationship Management; Knowledge Management; Knowledge Sharing; Social and Collaborative Networks; Expansion; Consumer Products Industry; France;

Citation:
Edmondson, Amy C., Bertrand Moingeon, Vincent Marie Dessain, and Ane Damgaard Jensen. "Global Knowledge Management at Danone (A)." Harvard Business School Case 608-107, September 2011. (Revised from original December 2007 version.)

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Case | HBS Case Collection | 2011 (Revised from original 2009 version)

Cincinnati Children's Hospital Medical Center

Anita L. Tucker and Amy C. Edmondson

The case describes an organization's use of the science of improvement to transform their process quality from below average to the top 10% in their industry. The case outlines the protagonist's strategy of developing internal experts who are trained in a common methodology for making improvement and spreading these ideas in their work units.

Keywords: Change Management; Experience and Expertise; Leading Change; Measurement and Metrics; Service Delivery; Performance Improvement; Health Industry; Ohio;

Citation:
Tucker, Anita L., and Amy C. Edmondson. "Cincinnati Children's Hospital Medical Center." Harvard Business School Case 609-109, April 2011. (Revised from original June 2009 version.)

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Case | HBS Case Collection | 2011 (Revised from original 2009 version)

Mistry Architects (A)

Amy C. Edmondson, Robert G. Eccles and Mona Sinha

Describes an architecture firm founded and run by a husband and wife team, Sharukh and Renu Mistry, that emphasizes "green" building. The firm presents an unusual mix of projects-spanning the spectrum from larger corporate projects to small private homes. The mix also includes more profitable work and projects deliberately selected for social good, including the design of orphanage communities for SOS Children's International and other nonprofit organizations. The mix engages teams of young architects in different kinds of learning opportunities and allows them to manage these projects with an unusually high level of independence. The firm's founders are dedicated to being both very client-oriented and environmentally responsible. This can lead to some difficult choices and the case illustrates one example. The firm has been commissioned by SOS to design homes for some villages destroyed in the December 24, 2004 tsunami. The preferred design is thatch roofs which is in keeping with the local environment. However, the villagers want a more functional (and more expensive) reinforced cement concrete roof. Sharukh must decide which of his principles is to dominate in this situation.

Keywords: Family Business; Customer Focus and Relationships; Design; Housing; Corporate Social Responsibility and Impact; Business and Community Relations; Environmental Sustainability; Nonprofit Organizations; Conflict and Resolution;

Citation:
Edmondson, Amy C., Robert G. Eccles, and Mona Sinha. "Mistry Architects (A)." Harvard Business School Case 609-044, April 2011. (Revised from original February 2009 version.)

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Supplement | HBS Case Collection | 2011 (Revised from original 2009 version)

Mistry Architects (B)

Amy C. Edmondson, Robert G. Eccles and Mona Sinha

This case is a follow-up of Mistry Architects: Innovating for Sustainability (A) (Case 609-044). In Case (A) Sharukh and Renu Mistry found and run an architectural firm dedicated to being both client-oriented and environmentally responsible. The case uses a difficult design decision in a tsunami rehabilitation project to illustrate the challenges faced by professional services firms, and the role of innovation in meeting the needs of multiple stakeholders. The specific design decision is to make a choice between thatch roofs which are environmentally friendly, versus reinforced cement concrete roofs that the villagers desire for its functionality. Case (B) reveals and explains the firm's choice, while describing how the community rebuilds itself after the tsunami, as well as how the firms evolves.

Keywords: Problems and Challenges; Emerging Markets; Business and Stakeholder Relations; Natural Disasters; Environmental Sustainability; Product Design; Innovation and Invention; Construction Industry;

Citation:
Edmondson, Amy C., Robert G. Eccles, and Mona Sinha. "Mistry Architects (B)." Harvard Business School Supplement 609-064, April 2011. (Revised from original February 2009 version.)

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Supplement | HBS Case Collection | 2011 (Revised from original 2009 version)

Mistry Architects (C)

Amy C. Edmondson, Robert G. Eccles and Mona Sinha

This case is a follow-up to "Mistry Architects: Innovating for Sustainability (A)" (Case 609-044) and (B) (Case 609-064). In Case (A) Sharukh and Renu Mistry founded and run an architectural firm dedicated to being both client-oriented and environmentally responsible. The case uses a difficult design decision in a tsunami rehabilitation project to illustrate the challenges faced by professional services firms and the role of innovation in meeting the needs of multiple stakeholders. The specific design decision is to make a choice between thatch roofs, which are environmentally friendly, versus reinforced cement concrete roofs that the villagers desire for their functionality. Case (B) reveals and explains the firm's choice, while describing how the community rebuilds itself after the tsunami, as well as how the firm evolves. The (C) case discusses the future plans of the firm including growth and succession issues.

Keywords: Decision Choices and Conditions; Growth and Development Strategy; Management Succession; Corporate Social Responsibility and Impact; Business and Community Relations; Nonprofit Organizations; Environmental Sustainability;

Citation:
Edmondson, Amy C., Robert G. Eccles, and Mona Sinha. "Mistry Architects (C)." Harvard Business School Supplement 609-086, April 2011. (Revised from original February 2009 version.)

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Teaching Note | HBS Case Collection | 2011 (Revised from original 2003 version)

Group Process in the Challenger Launch Decision (A), (B), (C), and (D) (TN)

Amy C. Edmondson and Laura Feldman

Teaching Note to (9-603-068), (9-603-070), (9-603-072), and (9-603-073).

Citation:
Edmondson, Amy C., and Laura Feldman. "Group Process in the Challenger Launch Decision (A), (B), (C), and (D) (TN)." Harvard Business School Teaching Note 604-032, April 2011. (Revised from original September 2003 version.)

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Case | HBS Case Collection | 2011 (Revised from original 2009 version)

Integrated Project Delivery at Autodesk, Inc. (A)

Amy C. Edmondson and Faaiza Rashid

Describes Autodesk's engagement in Integrated Project Delivery—a new model of risk management, inter-firm teamwork, and multi-objective (aesthetic, cost, and sustainability) optimization in building projects. In 2008, Autodesk, Inc., the world's largest design software company, decided to engage in Integrated Project Delivery (IPD) for the design and construction of its new Architecture, Engineering, and Construction Solutions (AECS) Group headquarters near Boston. Under IPD, the project's architect, builder, and client (Autodesk) entered a contractual agreement to share all project risks and profits. During the project, however, Autodesk was unsatisfied with the design progress and asked the project team to introduce a three-story atrium in the headquarters' design. Logistically, it was not a good time to make changes as the team had already made significant design progress. The team was also working under a tight budget and delivery deadline. However, the aesthetics would appear to be greatly improved by changing the design. The project's architect and builder had to decide whether accommodating the atrium into the current schedule and work sequencing was an acceptable risk.

Keywords: Buildings and Facilities; Business Headquarters; Design; Risk Management; Business Processes; Projects; Groups and Teams; Partners and Partnerships; Cooperation; Construction Industry; Service Industry;

Citation:
Edmondson, Amy C., and Faaiza Rashid. "Integrated Project Delivery at Autodesk, Inc. (A)." Harvard Business School Case 610-016, April 2011. (Revised from original September 2009 version.)

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Supplement | HBS Case Collection | 2011 (Revised from original 2009 version)

Integrated Project Delivery at Autodesk, Inc. (B)

Amy C. Edmondson and Faaiza Rashid

Describes Autodesk's engagement in Integrated Project Delivery–a new model of risk management, inter-firm teamwork, and multi-objective (aesthetic, cost, and sustainability) optimization in building projects. In 2008, Autodesk, Inc. the world's largest design software company, decided to engage in Integrated Project Delivery (IPD) for the design and construction of its new Architecture, Engineering and Construction Solutions (AECS) Group headquarters, near Boston. Under IPD, the project's architect, builder, and client (Autodesk) entered a contractual agreement to share all project risks and profits. During the project, however, Autodesk was unsatisfied with the design progress, and asked the project team to introduce a three-story atrium in the headquarters' design. Logistically, it was not a good time to make changes as the team had already made significant design progress. The team was also working under a tight budget and delivery deadline. However, the aesthetics would appear to be greatly improved by changing the design. The project's architect and builder had to decide whether accommodating the atrium into the current schedule and work sequencing was an acceptable risk.

Keywords: Risk Management; Groups and Teams; Goals and Objectives; Collaborative Innovation and Invention; Integration; Construction Industry;

Citation:
Edmondson, Amy C., and Faaiza Rashid. "Integrated Project Delivery at Autodesk, Inc. (B)." Harvard Business School Supplement 610-017, April 2011. (Revised from original September 2009 version.)

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Supplement | HBS Case Collection | 2011 (Revised from original 2009 version)

Integrated Project Delivery at Autodesk, Inc. (C)

Amy C. Edmondson and Faaiza Rashid

Describes Autodesk's engagement in Integrated Project Delivery–a new model of risk management, inter-firm teamwork, and multi-objective (aesthetic, cost, and sustainability) optimization in building projects. In 2008, Autodesk, Inc. the world's largest design software company, decided to engage in Integrated Project Delivery (IPD) for the design and construction of its new Architecture, Engineering and Construction Solutions (AECS) Group headquarters, near Boston. Under IPD, the project's architect, builder, and client (Autodesk) entered a contractual agreement to share all project risks and profits. During the project, however, Autodesk was unsatisfied with the design progress, and asked the project team to introduce a three-story atrium in the headquarters' design. Logistically, it was not a good time to make changes as the team had already made significant design progress. The team was also working under a tight budget and delivery deadline. However, the aesthetics would appear to be greatly improved by changing the design. The project's architect and builder had to decide whether accommodating the atrium into the current schedule and work sequencing was an acceptable risk.

Keywords: Risk Management; Groups and Teams; Goals and Objectives; Collaborative Innovation and Invention; Integration; Construction Industry;

Citation:
Edmondson, Amy C., and Faaiza Rashid. "Integrated Project Delivery at Autodesk, Inc. (C)." Harvard Business School Supplement 610-018, April 2011. (Revised from original September 2009 version.)

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Case | HBS Case Collection | 2011

Program Management at Wipro Technologies

Amy C. Edmondson, Bradley R. Staats and Melissa Valentine

This case examines the execution of one program by Wipro Technologies, an Indian software services provider. The case also explores the evolution of program management at Wipro.

Keywords: Decision Choices and Conditions; Problems and Challenges; Leadership Style; Recruitment; Programs; Management; Information Technology Industry; India;

Citation:
Edmondson, Amy C., Bradley R. Staats, and Melissa Valentine. "Program Management at Wipro Technologies." Harvard Business School Case 611-052, January 2011.

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Teaching Note | HBS Case Collection | 2010 (Revised from original 2008 version)

Turnaround at the VHA (TN) (A) & (B)

Amy C. Edmondson

Teaching Note for [608061] and [608062].

Keywords: Business Strategy;

Citation:
Edmondson, Amy C. "Turnaround at the VHA (TN) (A) & (B)." Harvard Business School Teaching Note 608-176, December 2010. (Revised from original June 2008 version.)

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Case | HBS Case Collection | 2012 (Revised from original 2010 version)

Talent Recruitment at frog design Shanghai

Robert G. Eccles, Amy C. Edmondson and YiKwan Chu

This case illustrates the complexity and importance of hiring decisions in the Chinese operation of a global design and innovation firm.

Keywords: Selection and Staffing; Recruitment; Talent and Talent Management; Decision Making; Complexity; Innovation and Invention; Shanghai;

Citation:
Eccles, Robert G., Amy C. Edmondson, and YiKwan Chu. "Talent Recruitment at frog design Shanghai." Harvard Business School Case 411-040, July 2012. (Revised from original December 2010 version.)

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Teaching Note | HBS Case Collection | 2010

Integrated Project Delivery at Autodesk, Inc. Case Series (TN)

Amy C. Edmondson and Faaiza Rashid

Teaching Note for 610016, 610017, and 610018.

Keywords: Information Technology Industry; Boston;

Citation:
Edmondson, Amy C., and Faaiza Rashid. "Integrated Project Delivery at Autodesk, Inc. Case Series (TN)." Harvard Business School Teaching Note 611-030, September 2010.

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Case | HBS Case Collection | 2010 (Revised from original 2010 version)

The Greening of DUMBO

Robert G. Eccles, Amy C. Edmondson and Abhijit Prabhu

The Brooklyn, New York, neighborhood Down Under Manhattan Bridge Overpass (DUMBO) has seen a revitalization since the late 1970s. The neighborhood's business improvement district (BID) is charged with supplementing New York City's efforts in several areas, including safety, sanitation, marketing, promotional programs, capital improvements, and beautification. Since 2007, the DUMBO BID has done "small things that are collectively big" to improve the area and are in line with New York City's "plaNYC," a blueprint to become a "sustainable city" by increasing water quality, energy efficiency, and open space while decreasing greenhouse gas emissions. This year, the DUMBO BID must decide if it should continue its small actions or pursue a neighborhood-wide Leadership in Energy and Environmental Design (LEED) rating while constrained by its budget, staff size, and the recession.

Keywords: Transformation; Local Range; Business and Community Relations; Business and Government Relations; Environmental Sustainability; Wastes and Waste Processing; Urban Development; Public Administration Industry; New York (city, NY);

Citation:
Eccles, Robert G., Amy C. Edmondson, and Abhijit Prabhu. "The Greening of DUMBO." Harvard Business School Case 410-079, June 2010. (Revised from original March 2010 version.)

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Case | HBS Case Collection | 2010 (Revised from original 2010 version)

Arup: Building the Water Cube

Robert G. Eccles, Amy C. Edmondson and Dilyana Karadzhova

Arup, an engineering firm, collaborated with PTW Architects and China Construction Design Institute to develop a design for the 2008 Beijing Summer Olympics Aquatics Center design competition. Their winning concept for the Water Cube combined elements of Chinese culture with innovative materials and sustainability requirements. The multidisciplinary and cross-company team, based in Sydney, Australia with counterparts in Beijing, faced project management challenges and cultural differences. The Water Cube became an iconic image during the Olympics, and managers at Arup now wonder how to leverage the impact within the company.

Keywords: Buildings and Facilities; Environmental Sustainability; Design; Construction; Cross-Cultural and Cross-Border Issues; Projects; Groups and Teams; Real Estate Industry; Sports Industry; Beijing; Sydney;

Citation:
Eccles, Robert G., Amy C. Edmondson, and Dilyana Karadzhova. "Arup: Building the Water Cube." Harvard Business School Case 410-054, June 2010. (Revised from original February 2010 version.)

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Teaching Note | HBS Case Collection | 2010 (Revised from original 2007 version)

Leading Change at Simmons (TN) Case Series

Amy C. Edmondson and Tiziana E. Casciaro

Keywords: Leadership; Change;

Citation:
Edmondson, Amy C., and Tiziana E. Casciaro. "Leading Change at Simmons (TN) Case Series." Harvard Business School Teaching Note 607-144, May 2010. (Revised from original May 2007 version.)

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Case | HBS Case Collection | 2010 (Revised from original 2004 version)

Columbia's Final Mission

Richard M.J. Bohmer, Amy C. Edmondson, Michael Roberto, Laura Feldman and Erika Ferlins

Describes the 16-day final mission of the space shuttle Columbia in January 2003 in which seven astronauts died. Includes background on NASA and the creation of the human space flight program, including the 1970 Apollo 13 crisis and 1986 Challenger disaster. Examines NASA's organizational culture, leadership, and the influences on the investigation of and response to foam shedding from the external fuel tank during shuttle launch.

Keywords: Leadership; Crisis Management; Management Skills; Organizational Culture; Groups and Teams; Behavior; Aerospace Industry;

Citation:
Bohmer, Richard M.J., Amy C. Edmondson, Michael Roberto, Laura Feldman, and Erika Ferlins. "Columbia's Final Mission." Harvard Business School Case 304-090, May 2010. (Revised from original April 2004 version.)

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Case | HBS Case Collection | 2010 (Revised from original 2010 version)

Living PlanIT

Robert G. Eccles, Amy C. Edmondson, Susan Thyne and Tiona Zuzul

Living PlanIT is a start-up company that has developed a new, innovative business model for sustainable urbanization. This model reflects the software and technology backgrounds of its founders, Steve Lewis and Malcolm Hutchinson, and is in vivid contrast to other models for green or smart cities that are variations on a massive real estate development project. The main economic engine driving Living PlanIT's model is a partner channel strategy adopted from the high technology industry. The case shows how the Living PlanIT business model has evolved from the original vision of Lewis and Hutchinson to radically transform the construction industry to a go-to-market partnership model using the real estate as a "showroom" for evolving sustainable urban technology—a $3 trillion global market over the next 20 years. Living PlanIT is developing its first project, a new city called PlanIT Valley, outside of Porto, Portugal. The company has clarified its vision and is moving into the implementation phase, which involves fundraising, signing up channel partners, and negotiating various issues with the Portuguese government for its pilot project. Success in PlanIT Valley will translate into a strong market position as global population and demand for new cities increases, particularly in developing countries such as China and India.

Keywords: Business Model; Business Startups; Development Economics; Entrepreneurship; City; Technological Innovation; Environmental Sustainability; Urban Development; Construction Industry; Green Technology Industry; Real Estate Industry; Portugal;

Citation:
Eccles, Robert G., Amy C. Edmondson, Susan Thyne, and Tiona Zuzul. "Living PlanIT." Harvard Business School Case 410-081, March 2010. (Revised from original February 2010 version.)

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Supplement | HBS Case Collection | 2010 (Revised from original 2010 version)

Leading Change at Simmons (E)

Amy C. Edmondson and Susan Thyne

This case updates the “Leading Change at Simmons” series by examining Simmons' increasing debt under the ownership of Thomas H. Lee, a private equity firm. Charlie Eitel, the former CEO, wonders what the company's, and his, legacy will be after declaring bankruptcy despite a cultural turnaround and successful operations.

Keywords: Borrowing and Debt; Private Equity; Insolvency and Bankruptcy; Leading Change; Operations; Organizational Change and Adaptation; Organizational Culture; Ownership; Performance Improvement; Consumer Products Industry;

Citation:
Edmondson, Amy C., and Susan Thyne. "Leading Change at Simmons (E)." Harvard Business School Supplement 610-061, March 2010. (Revised from original February 2010 version.)

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Supplement | HBS Case Collection | 2009

Charlie Eitel, CEO, Simmons - 2003

Amy C. Edmondson

Keywords: Management Teams;

Citation:
Edmondson, Amy C. "Charlie Eitel, CEO, Simmons - 2003." Harvard Business School Video Supplement 610-703, October 2009.

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Supplement | HBS Case Collection | 2009

Charlie Eitel, CEO, Simmons - 2008

Amy C. Edmondson

Keywords: Management;

Citation:
Edmondson, Amy C. "Charlie Eitel, CEO, Simmons - 2008." Harvard Business School Video Supplement 610-705, October 2009.

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Supplement | HBS Case Collection | 2009 (Revised from original 2007 version)

Leading Change at Simmons (C)

Amy C. Edmondson and Tiziana E. Casciaro

Keywords: Change;

Citation:
Edmondson, Amy C., and Tiziana E. Casciaro. "Leading Change at Simmons (C)." Harvard Business School Supplement 408-062, May 2009. (Revised from original September 2007 version.)

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Supplement | HBS Case Collection | 2009 (Revised from original 2007 version)

Leading Change at Simmons (D)

Amy C. Edmondson, Tiziana E. Casciaro and Kate Roloff

Keywords: Change;

Citation:
Edmondson, Amy C., Tiziana E. Casciaro, and Kate Roloff. "Leading Change at Simmons (D)." Harvard Business School Supplement 408-063, May 2009. (Revised from original September 2007 version.)

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Case | HBS Case Collection | 2009 (Revised from original 2005 version)

Columbia's Final Mission

Richard M.J. Bohmer, Amy C. Edmondson, Michael Roberto, Laura Feldman and Erika Ferlins

On February 1, 2003, the Shuttle Columbia disintegrated upon re-entry into the Earth's atmosphere, and the seven astronauts onboard lost their lives. Explores Columbia's final mission from the perspective of six key managers and engineers associated with NASA's Space Shuttle Program. An introductory video and interactive timeline present background information. An application replicates the desktop environment of six real-life managers and engineers involved in decision making during the period prior to Columbia's re-entry. Each student is preassigned a particular role and, through a password system, enters the role-play application. Students review the protagonists' actual e-mails, listen to audio re-enactments of crucial meetings, and review space agency documents. Students must be prepared to play the role of the protagonist in a classroom re-enactment of a critical Mission Management Team meeting that took place on Flight Day 8 (January 24, 2003). Students examine the organizational causes of the tragedy rather than focus on the technical cause.

Keywords: Decision Choices and Conditions; Leadership; Crisis Management; Management Teams; Organizational Culture; Aerospace Industry;

Citation:
Bohmer, Richard M.J., Amy C. Edmondson, Michael Roberto, Laura Feldman, and Erika Ferlins. "Columbia's Final Mission." Harvard Business School Video Case 305-032, May 2009. (Revised from original March 2005 version.)

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Exercise | 2008

Information Use by Managers in Decision Making: A Team Exercise

Amy C. Edmondson and Ann Cullen

The purpose of this exercise is to explore the challenges of information collection and analysis. Students will, experientially, gain insights into how information is used and be exposed to a framework for identifying and evaluating information. In addition, the exercise will enable students to explore the processes and dynamics of teamwork in decision-making, the challenges of group decision-making, and the strategies for engaging team learning skills and attitudes to improve both the quality of and commitment to group decisions.

Keywords: Competency and Skills; Decision Making; Knowledge Use and Leverage; Managerial Roles; Business Processes; Groups and Teams;

Citation:
Edmondson, Amy C., and Ann Cullen. "Information Use by Managers in Decision Making: A Team Exercise." Harvard Business School Exercise 609-027, July 2008.

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Teaching Note | HBS Case Collection | 2008

Information Use by Managers in Decision Making: A Team Exercise (TN)

Amy C. Edmondson and Ann Cullen

Teaching Note for [609028].

Keywords: Information Management; Decision Making; Groups and Teams;

Citation:
Edmondson, Amy C., and Ann Cullen. "Information Use by Managers in Decision Making: A Team Exercise (TN)." Harvard Business School Teaching Note 609-028, August 2008.

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Teaching Note | HBS Case Collection | 2008 (Revised from original 2003 version)

Children's Hospital and Clinics (TN)

Amy C. Edmondson, Michael Roberto and Laura Feldman

Teaching Note for (9-302-050).

Keywords: Transformation; Safety; Performance; Health Care and Treatment; Health Industry;

Citation:
Edmondson, Amy C., Michael Roberto, and Laura Feldman. "Children's Hospital and Clinics (TN)." Harvard Business School Teaching Note 303-071, August 2008. (Revised from original June 2003 version.)

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Teaching Note | HBS Case Collection | 2008 (Revised from original 2006 version)

YUM! Brands, Inc: A Corporate Do-Over (TN)

Frances X. Frei and Amy C. Edmondson

Keywords: Food and Beverage Industry;

Citation:
Frei, Frances X., and Amy C. Edmondson. "YUM! Brands, Inc: A Corporate Do-Over (TN)." Harvard Business School Teaching Note 606-108, April 2008. (Revised from original April 2006 version.)

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Teaching Note | HBS Case Collection | 2008 (Revised from original 2007 version)

Verizon: The Introduction of DSL (TN)

Frances X. Frei and Amy C. Edmondson

Teaching Note for (2-602-070).

Keywords: Technology; Communications Industry;

Citation:
Frei, Frances X., and Amy C. Edmondson. "Verizon: The Introduction of DSL (TN)." Harvard Business School Teaching Note 608-056, April 2008. (Revised from original September 2007 version.)

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Teaching Note | HBS Case Collection | 2008 (Revised from original 2008 version)

Transformation at the IRS (TN)

Frances X. Frei and Amy C. Edmondson

Teaching Note for [603010].

Keywords: Government and Politics; Taxation; Transformation;

Citation:
Frei, Frances X., and Amy C. Edmondson. "Transformation at the IRS (TN)." Harvard Business School Teaching Note 608-057, April 2008. (Revised from original January 2008 version.)

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Teaching Note | HBS Case Collection | 2008 (Revised from original 2008 version)

Cleveland Clinic (TN)

Frances X. Frei, Amy C. Edmondson and Christine Harris-Van Keuren

Teaching Note for [607143].

Keywords: Health Industry;

Citation:
Frei, Frances X., Amy C. Edmondson, and Christine Harris-Van Keuren. "Cleveland Clinic (TN)." Harvard Business School Teaching Note 608-124, April 2008. (Revised from original March 2008 version.)

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Class Lecture | 2008

Can Complex Organizations Learn? (FSS)

Amy C. Edmondson

Keywords: Organizational Change and Adaptation;

Citation:
Edmondson, Amy C. "Can Complex Organizations Learn? (FSS)." Harvard Business School Class Lecture 608-717, April 2008.

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Teaching Note | HBS Case Collection | 2008

The BCPC Internet Strategy Team: An Exercise (TN)

Amy C. Edmondson

Teaching Note for [604035].

Keywords: Telecommunications Industry;

Citation:
Edmondson, Amy C. "The BCPC Internet Strategy Team: An Exercise (TN)." Harvard Business School Teaching Note 608-140, February 2008.

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Teaching Note | HBS Case Collection | 2008

Mitchells/Richards (TN)

Amy C. Edmondson

Teaching Note for [604010].

Citation:
Edmondson, Amy C. "Mitchells/Richards (TN)." Harvard Business School Teaching Note 608-090, February 2008.

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Supplement | HBS Case Collection | 2008 (Revised from original 2007 version)

Turnaround at the Veterans Health Administration (B)

Amy C. Edmondson and Brian R. Golden

Keywords: Health; Government and Politics; Health Industry;

Citation:
Edmondson, Amy C., and Brian R. Golden. "Turnaround at the Veterans Health Administration (B)." Harvard Business School Supplement 608-062, January 2008. (Revised from original August 2007 version.)

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Case | HBS Case Collection | 2008 (Revised from original 2007 version)

Turnaround at the Veterans Health Administration (A)

Amy C. Edmondson, Brian R. Golden and Gary J. Young

Investigates the challenges that Dr. Kenneth W. Kizer confronted in seeking to create organizational change at the largest integrated health care system in North America, the Veterans Health Administration (VHA). Kizer was appointed as the Under Secretary of Health, to oversee the VHA, in 1994. Upon Kizer's arrival, it was immediately apparent that the management style that pervaded the VHA was ineffective and out of date. At the same time, the VHA faced inefficient health care delivery systems coupled with a steadily increasing number of patients. Kizer started to make plans to change the VHA into a modern, responsive, efficient, and effective health care organization. However, success in executing on his plans would require challenging a bureaucratic system with a long history. Documents progress, including organizational efficiencies gained that include consolidation of health care facilities, and illuminates leadership actions that facilitate this progress. Clearly, many challenges still lie ahead. Near the end of the case, Dr. Kizer awaits news from Congress on his reappointment for another four-year term.

Keywords: Problems and Challenges; Organizational Change and Adaptation; Transformation; Leadership; Consolidation; Health Care and Treatment; Service Delivery; Health Industry; Public Administration Industry; North and Central America;

Citation:
Edmondson, Amy C., Brian R. Golden, and Gary J. Young. "Turnaround at the Veterans Health Administration (A)." Harvard Business School Case 608-061, January 2008. (Revised from original July 2007 version.)

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Simulation | 2008

Everest Leadership and Team Simulation

Michael A. Roberto and Amy C. Edmondson

This item is currently not available for purchase on this site. To order, please contact Customer Service - (800) 545-7685 or (617) 783-7600. **REVISED AUGUST 2009!** This web-based simulation uses the dramatic context of a Mount Everest expedition to reinforce student learning in group dynamics and leadership. Players are assigned one of 5 roles on a team attempting to summit the mountain. The simulation lasts 6 rounds totaling about 1.5 hours of seat time. In each round, team members analyze information on weather, health conditions, supplies, goals, or hiking speed, and determine how much of that information to communicate to their teammates. They then collectively discuss whether to attempt to reach the next camp en route to the summit. The team must decide how to effectively distribute supplies and oxygen bottles needed for the ascent--decisions which affect hiking speed, health, and ultimately the team's success in summiting the mountain. Failure to accurately communicate and analyze information as a team has negative consequences on team performance. The simulation is designed to be used with teams of students. A Facilitator's Guide contains an overview of simulation screens, elements, and a comprehensive Teaching Note. Computer with minimum 1024x768 screen resolution, High speed internet connection (DSL / cable modem quality), Windows 2000, XP, or Vista / Macintosh operating systems, Internet Explorer 6+ / Firefox 2.0+ web browser with javascript and cookies enabled, Flash Player 9+ browser plug-in (Users with earlier versions of Flash will be notified automatically and given the option to upgrade. This is a free browser plug-in.), Microsoft Excel (optional).

Keywords: Cooperation; Decision Choices and Conditions; Groups and Teams; Knowledge Sharing; Leadership;

Citation:
Roberto, Michael A., and Amy C. Edmondson. "Everest Leadership and Team Simulation." Simulation and Teaching Note. Boston: Harvard Business School Publishing, 2008. Electronic. (Product number 2650.)

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Supplement | HBS Case Collection | 2007 (Revised from original 2007 version)

Children's Hospital and Clinics (B)

Amy C. Edmondson, Ingrid M. Nembhard and Kate Roloff

Explores the numerous initiatives Children's Hospital and Clinics has undertaken to improve patient safety since the late 1990s--from the perspective of 2007. The case thus updates the A case by revisiting the hospital to find out what happened as a result of the ambitious change program launched over eight years earlier. It elaborates the ways in which Children's COO Julie Morath seeks to continue to improve hospital operations by involving nurses, physicians and even patients' families in an ongoing organizational learning process. The 2-case series is particularly distinctive in tracking an organizational change initiative for almost a decade and, as such, uncovers and promotes discussion of the important, granular details of change leadership in a messy, knowledge-based organization.

Keywords: Safety; Change Management; Organizational Culture; Organizational Structure; Legal Liability; Leadership; Management Teams; Health Industry;

Citation:
Edmondson, Amy C., Ingrid M. Nembhard, and Kate Roloff. "Children's Hospital and Clinics (B)." Harvard Business School Supplement 608-073, October 2007. (Revised from original September 2007 version.)

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Supplement | HBS Case Collection | 2007

Charlotte Pride: Simmons Bedding Company (DVD)

Amy C. Edmondson

Keywords: Manufacturing Industry;

Citation:
Edmondson, Amy C. "Charlotte Pride: Simmons Bedding Company (DVD)." Harvard Business School Video Supplement 608-701, October 2007.

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Case | HBS Case Collection | 2007 (Revised from original 2007 version)

Cleveland Clinic

Frances X. Frei, Amy C. Edmondson, Christine van Keuren and Eliot Sherman

Cleveland Clinic is consistently ranked among the nation's most eminent hospitals, and for decades has been a leader in pioneering cardiac care. This case evaluates the methods, processes, and personnel that the hospital has cultivated over the years in order to develop its track record of excellence. In light of this, three expansion opportunities are explored and the operational fit of each is investigated.

Keywords: Health Care and Treatment; Medical Specialties; Innovation and Invention; Service Delivery; Expansion; Health Industry; Cleveland;

Citation:
Frei, Frances X., Amy C. Edmondson, Christine van Keuren, and Eliot Sherman. "Cleveland Clinic." Harvard Business School Case 607-143, September 2007. (Revised from original May 2007 version.)

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Case | HBS Case Collection | 2007 (Revised from original 2001 version)

Children's Hospital and Clinics (A)

Amy C. Edmondson, Michael Roberto and Anita L. Tucker

Describes the major phases of an initiative designed to transform the organization and enhance patient safety. Raises interesting questions about how to encourage candid discussion about failures while continuing to hold people accountable for their performance.

Keywords: Health Care and Treatment; Leading Change; Business Processes; Organizational Change and Adaptation; Organizational Culture; Performance Improvement; Safety; Health Industry;

Citation:
Edmondson, Amy C., Michael Roberto, and Anita L. Tucker. "Children's Hospital and Clinics (A)." Harvard Business School Case 302-050, September 2007. (Revised from original November 2001 version.)

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Case | HBS Case Collection | 2007 (Revised from original 2004 version)

Mitchell Family and Mitchells/Richards, The

Amy C. Edmondson, John A. Davis, Corey B. Hajim and Kelly Mulderry

Describes a small, luxury retail chain's operational sophistication achieved through the use of technology and "high-touch" customer service. A family-run business, Mitchells has built its success with a customer service strategy known internally as "hugging." The term is deceptively simple. The firm's true success lies in its blend of a warm, other-oriented corporate culture, sophisticated information technology, and an effective family business structure. It is currently considering further expansion for future generations. A rewritten version of an earlier case.

Keywords: Family Business; Customer Relationship Management; Knowledge Management; Service Delivery; Organizational Culture; Expansion; Information Technology; Retail Industry;

Citation:
Edmondson, Amy C., John A. Davis, Corey B. Hajim, and Kelly Mulderry. "Mitchell Family and Mitchells/Richards, The." Harvard Business School Case 605-047, September 2007. (Revised from original November 2004 version.)

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Supplement | HBS Case Collection | 2013 (Revised from original 2006 version)

Phase Zero: Introducing New Services at IDEO (B)

Amy C. Edmondson and Kathryn S. Roloff

Keywords: Consulting Industry;

Citation:
Edmondson, Amy C., and Kathryn S. Roloff. "Phase Zero: Introducing New Services at IDEO (B)." Harvard Business School Supplement 606-123, March 2013. (Revised from original June 2006 version.)

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Case | HBS Case Collection | 2007 (Revised from original 2005 version)

Leading Change at Simmons (A)

Tiziana E. Casciaro, Amy C. Edmondson, Stacy McManus and Kate Roloff

Explores the challenge of managing large-scale organizational change at Simmons, an old and established company that manufactures and distributes mattresses. The new CEO, Charlie Eitel, hired to turn the organization's performance around, considers whether to implement an untraditional training program that includes outdoor experiential team-building activities as a central element of his change strategy. Asks participants to consider the decision of investing in the expensive training program following the loss of the three largest customers--retailers that together had contributed a third of Simmons' revenues. One central theme is the role of leadership in engaging and motivating employees to implement changes that improve product quality and operational efficiency and cost.

Keywords: Organizational Change and Adaptation; Motivation and Incentives; Leading Change; Employee Relationship Management; Manufacturing Industry; Consumer Products Industry; United States;

Citation:
Casciaro, Tiziana E., Amy C. Edmondson, Stacy McManus, and Kate Roloff. "Leading Change at Simmons (A)." Harvard Business School Case 406-046, May 2007. (Revised from original November 2005 version.)

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Supplement | HBS Case Collection | 2007 (Revised from original 2005 version)

Leading Change at Simmons (B)

Tiziana E. Casciaro, Amy C. Edmondson, Stacy McManus and Kate Roloff

Citation:
Casciaro, Tiziana E., Amy C. Edmondson, Stacy McManus, and Kate Roloff. "Leading Change at Simmons (B)." Harvard Business School Supplement 406-047, May 2007. (Revised from original November 2005 version.)

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Case | HBS Case Collection | 2007 (Revised from original 2002 version)

Dell Computers (A): Field Service for Corporate Clients

Frances X. Frei, Amy C. Edmondson and Corey B. Hajim

Explores the highly successful PC and low-end server manufacturer's entry into the large-scale server market in the United States. A key difference of this new market is the intense service element required to support the larger hardware. Specifically, the industry standard is to have a technician onsite with a required part within four hours of problem diagnosis. This type of service presents a problem for Dell, as its potential customers are widely dispersed throughout the United States. Should Dell create an in-house field service team to ensure service quality and maintain control of its customer relationships or outsource the field service to a third-party provider? Complicating the issue is the presence of IBM, the biggest player in the large-scale server market.

Keywords: Hardware; Customer Relationship Management; Job Cuts and Outsourcing; Service Operations; Business or Company Management; Emerging Markets; Problems and Challenges; Service Delivery; Computer Industry; United States;

Citation:
Frei, Frances X., Amy C. Edmondson, and Corey B. Hajim. "Dell Computers (A): Field Service for Corporate Clients." Harvard Business School Case 603-067, April 2007. (Revised from original October 2002 version.)

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Case | HBS Case Collection | 2007 (Revised from original 2003 version)

Safe to Say at Prudential Financial

Amy C. Edmondson and Corey B. Hajim

The CEO initiated a cultural change process at Prudential Financial to support a major business reorientation. Prudential, historically a privately held ("mutual") insurance company, went public in 2001. The cultural change was intended to prepare the organization to be a publicly traded financial services firm in which speaking up was encouraged at all levels of the organization.

Keywords: Growth and Development Strategy; Risk and Uncertainty; Private Ownership; Going Public; Transformation; Organizational Culture;

Citation:
Edmondson, Amy C., and Corey B. Hajim. "Safe to Say at Prudential Financial." Harvard Business School Case 603-093, March 2007. (Revised from original February 2003 version.)

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Teaching Note | HBS Case Collection | 2013 (Revised from original 2007 version)

Phase Zero: Introducing New Services at IDEO (TN) (A) and (B)

Amy C. Edmondson

Keywords: Business Growth and Maturation;

Citation:
Edmondson, Amy C. "Phase Zero: Introducing New Services at IDEO (TN) (A) and (B)." Harvard Business School Teaching Note 607-063, April 2013. (Revised from original February 2007 version.)

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Case | HBS Case Collection | 2006 (Revised from original 2006 version)

Dansko, Inc.

Amy C. Edmondson and Victoria Winston

For the past 18 months, Mandy Cabot had worried that the shoe business she had built into a thriving operation with $90 million in annual revenue and over 110 employees might instead be a "house of cards." The management philosophy that had guided Dansko's growth, "home schooling"--taking young energetic employees with little business experience and mentoring them--seemed ill-suited for the next phase of growth. Equally as precarious was the fact that with few exceptions, none of the senior management team had any prior experience in the footwear industry. So when a well-respected industry leader asked to talk about a merger, Cabot had to admit that with her "crisis of confidence," it might just be time.

Keywords: Organizational Culture; Revenue; Experience and Expertise; Employee Relationship Management; Mergers and Acquisitions; Management Teams; Apparel and Accessories Industry;

Citation:
Edmondson, Amy C., and Victoria Winston. "Dansko, Inc." Harvard Business School Case 606-071, October 2006. (Revised from original April 2006 version.)

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Case | HBS Case Collection | 2013 (Revised from original 2002 version)

Intermountain Health Care

Richard M.J. Bohmer, Amy C. Edmondson and Laura Feldman

Intermountain Health Care (IHC), an integrated delivery system based in Utah, has adopted a new strategy for managing health care delivery. The approach focuses management attention not only on the facilities where care takes place but also on physician decision making and the care process itself, with the aim of boosting physician productivity and improving care quality, while saving money. This case explores the challenges facing Brent James, executive director of the Institute for Health Care Delivery Research at IHC, as he implements new structures and systems (including a data warehouse for care outcomes, electronic patient records, computer workstations, clinical data support systems, and protocols for care) designed to support clinical process management across a geographically diverse group of physicians with varying levels of interest and dedication to IHC. Also highlights an innovative strategy for creating and disseminating knowledge at the individual and organizational levels to maintain high standards in care delivery.

Keywords: Change Management; Cost vs Benefits; Ethnicity Characteristics; Cost Management; Health Care and Treatment; Innovation Strategy; Organizational Structure; Performance Improvement; Problems and Challenges; Adoption; Information Technology; Technology Adoption; Health Industry; Utah;

Citation:
Bohmer, Richard M.J., Amy C. Edmondson, and Laura Feldman. "Intermountain Health Care." Harvard Business School Case 603-066, March 2013. (Revised from original October 2002 version.)

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Case | HBS Case Collection | 2013 (Revised from original 2005 version)

Phase Zero: Introducing New Services at IDEO (A)

Amy C. Edmondson and Laura Feldman

Focuses on whether world-renowned product design firm IDEO's new customer service fits with the firm's strategic position and organization capabilities. Over the course of IDEO's 13-year history, an increasing share of revenues are a result of "Phase 0" projects—preliminary strategic explorations of future product possibilities for various client firms. Describes a specific Phase 0 project in order to explore the challenge of managing these strategic, intangible services in the context of IDEO's successful history of generating award-winning tangible product designs. A team at IDEO's Boston office worked with mattress manufacturer Simmons to discover unmet customer needs and identify new product line opportunities. Describes the challenges and questions facing the Simmons project team as well as critical and operational questions facing IDEO. Examines these issues through the eyes of the head of the Boston office, who wonders how to evaluate Phase 0 projects.

Citation:
Edmondson, Amy C., and Laura Feldman. "Phase Zero: Introducing New Services at IDEO (A)." Harvard Business School Case 605-069, March 2013. (Revised from original February 2005 version.)

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Background Note | HBS Case Collection | 2006

Influencing Customer Behavior in Service Operations

Frances X. Frei and Amy C. Edmondson

Explores ways in which service firms can influence the behavior of their customers. Drawing from research on employee motivation and applying it to customer motivation, the note describes two levels of managerial control: instrumental control, which shapes behavior through the use of rational incentives, and normative control, which engages human emotions, motivating through the near-universal desire to be perceived in a positive light.

Keywords: Customers; Governance Controls; Consumer Behavior; Service Operations; Emotions; Motivation and Incentives; Power and Influence; Service Industry;

Citation:
Frei, Frances X., and Amy C. Edmondson. "Influencing Customer Behavior in Service Operations." Harvard Business School Background Note 606-061, March 2006.

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Case | HBS Case Collection | 2006 (Revised from original 2005 version)

Yum! Brands, Inc: A Corporate Do-Over

Frances X. Frei, Amy C. Edmondson, James Weber and Eliot Sherman

Describes the successful turnaround of the restaurant company Yum! Brands after its spin off from PepsiCo and covers how the company's leadership planned and executed on virtually every dimension of the employee experience. The main dilemma centers on what the company should do in terms of multibranding--housing two brands in one physical location.

Keywords: Product; Brands and Branding; Service Operations; Expansion; Trade; Leadership Development; Business or Company Management; Food and Beverage Industry; Retail Industry;

Citation:
Frei, Frances X., Amy C. Edmondson, James Weber, and Eliot Sherman. "Yum! Brands, Inc: A Corporate Do-Over." Harvard Business School Case 606-041, January 2006. (Revised from original September 2005 version.)

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Supplement | HBS Case Collection | 2005

Ninth House: e-Learning Software (B)

Amy C. Edmondson and Hanna Rodriguez-Farrar

Supplements the (A) case.

Keywords: Learning; Software; Education Industry; Information Technology Industry;

Citation:
Edmondson, Amy C., and Hanna Rodriguez-Farrar. "Ninth House: e-Learning Software (B)." Harvard Business School Supplement 605-063, March 2005.

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Background Note | HBS Case Collection | 2005 (Revised from original 2004 version)

A Note on Methodological Fit in Management Field Research

Amy C. Edmondson and Stacy McManus

To use in doctoral-level management courses on the design of field research methods. Advocates the importance of fit, or internal consistency, among the different elements of a field research project. Although the scientific method provides an essential framework for gaining knowledge about many natural and social phenomena, this note argues that internal coherence among research questions, data collection, analysis, and contributions to the literature may be as, or in some cases more, important than scientific rigor to the development of useful and compelling research products from field research. Uses nine articles as case studies through which students compare and contrast authors' methodological decisions and inductively develop a contingency framework relating methodological approach to theoretical contribution.

Keywords: Management; Research;

Citation:
Edmondson, Amy C., and Stacy McManus. "A Note on Methodological Fit in Management Field Research." Harvard Business School Background Note 604-072, February 2005. (Revised from original January 2004 version.)

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Class Lecture | 2005

Organizational Learning in the Face of Ambiguous Threats

Amy C. Edmondson, Michael A. Roberto and Richard M.J. Bohmer

Keywords: Learning; Risk and Uncertainty; Crisis Management; Organizational Culture; Organizational Structure; Groups and Teams;

Citation:
Edmondson, Amy C., Michael A. Roberto, and Richard M.J. Bohmer. "Organizational Learning in the Face of Ambiguous Threats." Boston: Harvard Business School Publishing Class Lecture, 2005. Electronic. (Faculty Lecture: HBSP Product Number 9297C.)

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Teaching Note | HBS Case Collection | 2004 (Revised from original 2003 version)

Safe to Say at Prudential Financial (TN)

Amy C. Edmondson

Teaching Note to (9-603-093).

Citation:
Edmondson, Amy C. "Safe to Say at Prudential Financial (TN)." Harvard Business School Teaching Note 604-021, March 2004. (Revised from original September 2003 version.)

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Case | HBS Case Collection | 2004 (Revised from original 2003 version)

Richmond Events

Amy C. Edmondson and Kristin Lieb

The managers of British business forum planner, Richmond Events, are struggling to expand their conference offerings into new territories. At the same time, they are trying to decide how product managers, who are critical to event success, should be hired, trained, managed, and retained. There is a philosophical disagreement between managers about how to take Richmond Events to the next level. Founder Mark Rayner wants to stay the course and give project managers as much autonomy as possible. He asserts that autonomy leads to priceless innovation and argues that normative controls will prevent product managers from going too far astray. Marketer Deborah Parkes wants to streamline the production process and build hierarchy into the system to promote consistent service quality. As management considers leveraging its service platform and expanding into Asia, these working tensions intensify.

Keywords: Conferences; Innovation and Management; Retention; Selection and Staffing; Conflict Management; Growth and Development Strategy; Product Marketing; Service Industry; United Kingdom; Asia;

Citation:
Edmondson, Amy C., and Kristin Lieb. "Richmond Events." Harvard Business School Case 604-055, February 2004. (Revised from original November 2003 version.)

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Teaching Note | HBS Case Collection | 2004

Large-scale Change at the WSSC (TN)

Amy C. Edmondson

Teaching Note to (9-603-056).

Keywords: Washington (state, US);

Citation:
Edmondson, Amy C. "Large-scale Change at the WSSC (TN)." Harvard Business School Teaching Note 604-078, January 2004.

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Exercise | 2004 (Revised from original 2003 version)

Electric Maze Exercise, The

Amy C. Edmondson and Hanna Rodriguez-Farrar

This team-based exercise uses an educational tool called "The Electric Maze," developed by Interel Corp., to teach insights about the social and psychological challenges facing employees who must engage in collaborative learning. The tool is a grid-patterned rug with 54 squares implanted with electronic programmable sensors that beep when pressure is applied. The instructor programs the maze in advance to create a pathway of nonbeeping contiguous squares from one side to the other. Because students have no information about how to traverse the maze correctly, experimentation--a systematic iterative process of trial and failure--is needed to develop a solution. Provides instructions for students participating in the exercise and should be distributed only at the beginning of the simulation.

Keywords: Change Management; Leadership; Learning; Groups and Teams; Risk and Uncertainty;

Citation:
Edmondson, Amy C., and Hanna Rodriguez-Farrar. "Electric Maze Exercise, The." Harvard Business School Exercise 604-046, January 2004. (Revised from original October 2003 version.)

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Case | HBS Case Collection | 2004 (Revised from original 2001 version)

Ninth House: e-Learning Software

Amy C. Edmondson, Frances X. Frei and Corey B. Hajim

Jeff Snipes, CEO of the Ninth House Network, a San Francisco-based E-Learning company, considers a strategy shift to address a recent slump in sales and to attract more customers. The revised strategy would require creating shorter, more directed content that could be delivered cheaply and quickly. A CD-ROM was being built as well to address customer concerns about bandwidth. The sales team was considering a narrow focus on companies with a connection to broadband services. But how would this affect the Ninth House culture? Would the organizational structure have to change? Would new content require a different selling model?

Citation:
Edmondson, Amy C., Frances X. Frei, and Corey B. Hajim. "Ninth House: e-Learning Software." Harvard Business School Case 601-047, January 2004. (Revised from original January 2001 version.)

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Supplement | HBS Case Collection | 2003 (Revised from original 2002 version)

Group Process in the Challenger Launch Decision (B)

Amy C. Edmondson and Laura Feldman

Supplements the (A) case.

Citation:
Edmondson, Amy C., and Laura Feldman. "Group Process in the Challenger Launch Decision (B)." Harvard Business School Supplement 603-070, December 2003. (Revised from original October 2002 version.)

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Supplement | HBS Case Collection | 2003 (Revised from original 2002 version)

Group Process in the Challenger Launch Decision (C)

Amy C. Edmondson and Laura Feldman

Supplements the (A) case.

Citation:
Edmondson, Amy C., and Laura Feldman. "Group Process in the Challenger Launch Decision (C)." Harvard Business School Supplement 603-072, December 2003. (Revised from original October 2002 version.)

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Supplement | HBS Case Collection | 2003 (Revised from original 2002 version)

Group Process in the Challenger Launch Decision (D)

Amy C. Edmondson and Laura Feldman

Supplements the (A) case.

Citation:
Edmondson, Amy C., and Laura Feldman. "Group Process in the Challenger Launch Decision (D)." Harvard Business School Supplement 603-073, December 2003. (Revised from original October 2002 version.)

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Case | HBS Case Collection | 2003 (Revised from original 2003 version)

Mitchells/Richards

Amy C. Edmondson and Corey B. Hajim

Describes a small, luxury retail chain's operational sophistication achieved through the use of technology and high-touch customer service. A family-run business, Mitchells has built its success with a customer service strategy know internally as "hugging." The term is deceptively simple. The firm's true success lies in its blend of a warm other-oriented corporate culture, sophisticated information technology, and an effective family business structure. Although the setting is regional, the approach is clearly applicable to many service organizations. The chain is currently considering further expansion for future generations.

Citation:
Edmondson, Amy C., and Corey B. Hajim. "Mitchells/Richards." Harvard Business School Case 604-010, December 2003. (Revised from original July 2003 version.)

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Module Note | 2003 (Revised from original 2003 version)

Organizing to Learn Module Note

Amy C. Edmondson

Teaches a framework for managing in dynamic or uncertain organizational contexts, designed for either MBA or Executive Education courses. Offers a new perspective on how managers can help stimulate and guide a collective learning process in their organizations. The organizational learning process is a journey with an uncertain outcome, an iterative process of trial and reflection. The module communicates both a mindset and practices that enable collaborative learning. Presents and explores the implications of two powerful insights: (1) A collaborative process of action and reflection can be used to improve organizational performance under conditions of uncertainty; and (2) This process requires an environment of psychological safety along with a mindset and practices that value failure and new knowledge (learning) over efficiency and tangible results (performance).

Keywords: Learning; Business Strategy;

Citation:
Edmondson, Amy C. "Organizing to Learn Module Note." Harvard Business School Module Note 604-031, November 2003. (Revised from original October 2003 version.)

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Teaching Note | HBS Case Collection | 2003 (Revised from original 2003 version)

Electric Maze Exercise, The (TN)

Amy C. Edmondson and Hanna Rodriguez-Farrar

Teaching Note for (9-604-046).

Keywords: Learning; Problems and Challenges; Social Psychology; Employees;

Citation:
Edmondson, Amy C., and Hanna Rodriguez-Farrar. "Electric Maze Exercise, The (TN)." Harvard Business School Teaching Note 604-020, October 2003. (Revised from original October 2003 version.)

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Exercise | 2003

The BCPC Internet Strategy Team: An Exercise

Amy C. Edmondson and Laura Feldman

This short fictional case forms the basis of a team decision-making exercise. The case, inspired by a real decision facing a major telecommunications company, describes a cross-functional management team convened by the CEO for the purpose of developing a recommendation about whether to conduct a full-scale launch of a new high-speed Internet access service. In the class session, groups of six participants are asked to conduct team meetings to arrive at a consensus about the launch decision--drawing from the information contained in the shared case and from privately held information contained in individual role sheets provided separately to each member. Although different team members hold very different perspectives about the launch, teams can arrive at thoughtful recommendations by working together to share their knowledge.

Keywords: Groups and Teams; Decision Making; Risk and Uncertainty; Information Management; Perspective; Product Launch; Internet; Knowledge Sharing; Telecommunications Industry;

Citation:
Edmondson, Amy C., and Laura Feldman. "The BCPC Internet Strategy Team: An Exercise." Harvard Business School Exercise 604-035, October 2003. (Six supplements available for Chris Berkowitz, Dana Jones, Jan Trow, Kim Wilson, Leslie Rhee, and Terry Maneri.)

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Supplement | HBS Case Collection | 2003

Children's Hospital and Clinics

Amy C. Edmondson and Michael Roberto

Citation:
Edmondson, Amy C., and Michael Roberto. "Children's Hospital and Clinics." Harvard Business School Video Supplement 304-802, August 2003.

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Teaching Note | HBS Case Collection | 2003 (Revised from original 2003 version)

Intermountain Health Care (TN)

Richard M.J. Bohmer and Amy C. Edmondson

Teaching Note for (9-603-066).

Keywords: Health Industry; Utah;

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Case | HBS Case Collection | 2003 (Revised from original 2003 version)

Large Scale Change at The WSSC

Amy C. Edmondson and Corey B. Hajim

Describes the organizational transformation occurring at the Washington Suburban Sanitary Commission (WSSC), a public utility. Faced with the possibility of privatization after decades of providing service in the absence of competition or performance pressures, the WSSC leadership orchestrates a reorganization to improve efficiency and effectiveness, while facing massive layoffs. A critical decision the organization faces is whether, and how, to add new entrepreneurial services to increase otherwise flat revenues. Analyses focus on assessment of the change process and approach.

Citation:
Edmondson, Amy C., and Corey B. Hajim. "Large Scale Change at The WSSC." Harvard Business School Case 603-056, March 2003. (Revised from original February 2003 version.)

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Case | HBS Case Collection | 2002 (Revised from original 2002 version)

Transformation at the IRS

Amy C. Edmondson, Frances X. Frei and Corey B. Hajim

Describes the service transformation occurring at the U.S. Internal Revenue Service. Plagued by a history of poor service, enormous complexity, and an insular employee base, the 100,000-person organization grapples with a turnaround process that attempts to change virtually every aspect of the organization, including IT systems, This case includes information regarding share services organizational structure, organizational culture, and customer service. This case includes information regarding shared services.

Citation:
Edmondson, Amy C., Frances X. Frei, and Corey B. Hajim. "Transformation at the IRS." Harvard Business School Case 603-010, November 2002. (Revised from original September 2002 version.)

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Case | HBS Case Collection | 2002 (Revised from original 2002 version)

Group Process in the Challenger Launch Decision (A)

Amy C. Edmondson and Laura Feldman

The night before the launch of the Challenger shuttle, officials from Morton Thiokol (Solid Rocket Booster manufacturer) and NASA participated in a teleconference to discuss whether to postpone the shuttle launch due to predicted low temperatures at Kennedy Space Center. This case provides background on the history of NASA's shuttle program, engineering firm Thiokol and Thiokol SRB, and O-ring expert Roger Boisjoly, who was adamant that the shuttle not be launched.

Citation:
Edmondson, Amy C., and Laura Feldman. "Group Process in the Challenger Launch Decision (A)." Harvard Business School Case 603-068, October 2002. (Revised from original October 2002 version.)

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Teaching Note | HBS Case Collection | 2001

Catalyst Medical Solutions (TN)

Richard M.J. Bohmer, Amy C. Edmondson and Laura Feldman

Teaching Note for (9-601-014).

Keywords: Medical Devices and Supplies Industry;

Citation:
Bohmer, Richard M.J., Amy C. Edmondson, and Laura Feldman. "Catalyst Medical Solutions (TN)." Harvard Business School Teaching Note 602-032, November 2001.

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Case | HBS Case Collection | 2001 (Revised from original 2000 version)

Catalyst Medical Solutions

Amy C. Edmondson, Richard M.J. Bohmer and Naomi Atkins

Faced with a drop in the NASDAQ, four eHealth entrepreneurs must decide between two distribution strategies for their new company's technology. The team, comprised of three full-time resident physicians and an MBA, has developed software to enable electronic documentation and billing of medical and surgical procedures. The initial strategy was to distribute the technology through individual hospital intranets. Under pressure from venture capitalists and a "dot-com" frenzy in the market, the team starts to develop an "Internet portal" strategy, distributing the software over the Internet and adding traditional e-commerce services. When the stock market crashes in April 2000, the team must decide whether to push on with the Internet strategy or return to the intranet model. Throughout the case, a variety of new product development and team learning issues are explored: What is the optimal team composition? How quickly can the team overcome technical challenges? Who should their lead users be? How well do they understand the market? How quickly can they learn to work together, raise money, and build partnerships?

Keywords: Product Development; Health Care and Treatment; Distribution; Strategy; Venture Capital; Software; Partners and Partnerships; Borrowing and Debt; Information Technology Industry; Service Industry;

Citation:
Edmondson, Amy C., Richard M.J. Bohmer, and Naomi Atkins. "Catalyst Medical Solutions." Harvard Business School Case 601-014, November 2001. (Revised from original July 2000 version.)

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Teaching Note | HBS Case Collection | 2000

GM Powertrain TN

Amy C. Edmondson and Naomi Atkins

Teaching Note for (9-698-008).

Keywords: Auto Industry; United States;

Citation:
Edmondson, Amy C., and Naomi Atkins. "GM Powertrain TN." Harvard Business School Teaching Note 601-036, July 2000.

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Case | HBS Case Collection | 2000 (Revised from original 1998 version)

GM Powertrain

Amy C. Edmondson and Mikelle Eastley

Discusses a young MBA plant manager who is improving the operations of a small General Motors components plant in Fredericksburg, Virginia. At 29 years old, Joe Hinrichs is the youngest plant manager at GM, and in his new assignment, he is faced with the daunting challenge of designing and implementing significant manufacturing procedures that will dramatically improve the plant and remove it from its current unprofitable and inefficient state. Aided by the introduction of new carbon fiber technology that has revolutionized the plant's product (the torque converter clutch, a component of the automatic transmission of a car), Hinrichs hopes to keep the plant open by streamlining operations, reducing inventory, redesigning worker jobs, increasing worker commitment, and other improvements. During this process, he must deal with an unexpected union strike, equipment malfunctions, and other problems that threaten the success of the improvement process. He has, however, found unusual ways to overcome these barriers without eroding worker trust. At the end of the case, Hinrichs faces the serious dilemma of what to do about the broken 1,500-ton press, one of the most important machines in the production process. Three options are outlined, each with technical and managerial tradeoffs.

Citation:
Edmondson, Amy C., and Mikelle Eastley. "GM Powertrain." Harvard Business School Case 698-008, April 2000. (Revised from original June 1998 version.)

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Teaching Note | HBS Case Collection | 2000

Patient Care Delivery Model at the Massachusetts General Hospital, The TN

Amy C. Edmondson, Richard M.J. Bohmer and Emily Heaphy

Teaching Note for (9-699-154).

Keywords: Health Industry; Service Industry; Massachusetts;

Citation:
Edmondson, Amy C., Richard M.J. Bohmer, and Emily Heaphy. "Patient Care Delivery Model at the Massachusetts General Hospital, The TN." Harvard Business School Teaching Note 600-083, April 2000.

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Case | HBS Case Collection | 2000 (Revised from original 1999 version)

Patient Care Delivery Model at the Massachusetts General Hospital, The

Amy C. Edmondson, Richard M.J. Bohmer and Emily Heaphy

Examines the implementation of a new patient care delivery model at Massachusetts General Hospital. Uses clinical and financial data to examine different choices for staffing non-physician health care professionals and to understand the challenges of managing change across multiple professions in the hospital environment. Recently promoted to senior vice president of Patient Care Services, Jeanette Ives Erickson must decide whether a model for patient care delivery is the best way to improve care and reduce costs in the midst of extreme budget pressures and a rapidly changing health care environment.

Citation:
Edmondson, Amy C., Richard M.J. Bohmer, and Emily Heaphy. "Patient Care Delivery Model at the Massachusetts General Hospital, The." Harvard Business School Case 699-154, February 2000. (Revised from original March 1999 version.)

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Presentations

Conference Presentation

Different Patterns of Performance improvement for explicit and tacit knowledge: An empirical test

Amy C. Edmondson, Ann Winslow, Richard Bohmer and Gary P. Pisano

Keywords: Performance Improvement; Knowledge;

Citation:
Edmondson, Amy C., Ann Winslow, Richard Bohmer, and Gary P. Pisano. "Different Patterns of Performance improvement for explicit and tacit knowledge: An empirical test." .

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Conference Presentation | Sep 2007 - 2007

Antecedents of Boundary Spanning in Cross-functional NPD Teams

James R. Dillon, Shikhar Sarin and Amy C. Edmondson

Boundary spanning has been shown in prior research to enhance innovativeness and performance of product development teams. In this study, we examine team conditions that foster boundary spanning behavior. We analyze survey data from 207 members of 54 cross-functional product development teams in 5 high-tech companies to examine the effects of product characteristics, team composition, and context on boundary spanning. Results of hierarchical linear modeling (HLM) show that boundary-spanning behavior is greater when teams face more product complexity, when the team leader has positional power and an inclusive leadership style, and in organizational contexts that support cross-functional integration.

Keywords: Product Development; Innovation and Invention; Groups and Teams; Behavior; Performance Improvement; Boundaries; Leadership Style; Product; Complexity; Integration; Power and Influence;

Citation:
Dillon, James R., Shikhar Sarin, and Amy C. Edmondson. "Antecedents of Boundary Spanning in Cross-functional NPD Teams." Paper presented at the Product Development and Management Association Annual Global Conference on Product Innovation Management, Orlando, FL, September 2007.

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Conference Presentation | 1 May 2003

Methodological Fit in Management Research

A. Edmondson

Keywords: Management; Research;

Citation:
Edmondson, A. "Methodological Fit in Management Research." Kurt Lewin Instituut, Amsterdam, The Netherlands, May 1, 2003.

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Conference Presentation | 1 May 2003

How Leaders Promote Learning in Interdisciplinary Action Teams

A. Edmondson

Keywords: Learning; Leadership; Groups and Teams;

Citation:
Edmondson, A. "How Leaders Promote Learning in Interdisciplinary Action Teams." Vrije Universiteit te Amsterdam, Department of Work, Organization and Psychology, Amsterdam, The Netherlands, May 1, 2003.

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Conference Presentation | 01 Dec 2002

Methodological Fit in Organizational Field Research: A Framework

A. Edmondson

Keywords: Organizations; Research; Framework;

Citation:
Edmondson, A. "Methodological Fit in Organizational Field Research: A Framework." Paper presented at the MIT Organization Studies Seminar, December 01, 2002.

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