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• Teaching Note | HBS Case Collection | June 2003 (Revised February 2020)

  Paul Levy: Taking Charge of the Beth Israel Deaconess Medical Center (A), (B), and (C)

  Teaching Note for (9-303-008), (9-303-058), and (9-303-081).

  Citation:

  Garvin, David A., and Michael A. Roberto. "Paul Levy: Taking Charge of the Beth Israel Deaconess Medical Center (A), (B), and (C)." Harvard Business School Teaching Note 303-126, June 2003. (Revised February 2020.)  View Details

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• Chapter | The Oxford Handbook of Group and Organizational Learning | 2020

  Team Reflexivity

  Michaéla Schippers, Amy C. Edmondson and Michael A. West

  Many teams face the problem of process loss, or suboptimal functioning, with sometimes serious consequences, such as medical errors. Team reflexivity—a deliberate process of discussing team goals, processes, or outcomes—can aid in optimizing team performance. In the current chapter, we build on a conceptualization of teams as information-processing systems and highlight reflexivity as a critical information processing activity. Specifically, we describe the relationship of team reflexivity to team and organizational learning and emphasize the dynamic, self-regulatory process aspect of team reflexivity as well as the role of goal setting. Furthermore, we describe the antecedents and outcomes of team reflexivity, the role of motivated information processing, the important role of team reflexivity in problem identification and problem solving, and how team reflexivity can be stimulated. Finally, we discuss the implications of our review and identify avenues for future research.

  Keywords: team reflexivity; Groups and Teams; Performance Improvement; Information; Goals and Objectives; Learning;

  Citation:

  Schippers, Michaéla, Amy C. Edmondson, and Michael A. West. "Team Reflexivity." In The Oxford Handbook of Group and Organizational Learning, edited by Linda Argote and John M. Levine. New York, NY: Oxford University Press, 2020.  View Details

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• Case | HBS Case Collection | November 2019

  The Genesis Lab at Novartis

  Amy C. Edmondson, Ranjay Gulati, Patrick J. Healy and Kerry Herman

  Novartis' Genesis Labs program, launched in 2016 as part of Novartis Institutes for Biomedical Research (NIBR), hosted pitch competitions where teams of NIBR scientists proposed ideas to explore that aimed to revolutionize drug discovery. The goal was to break down barriers between functions and regions that slow innovation. After advancing to the pitch stage, a panel selected a handful of winning proposals. Winning teams left their roles for 18 months and received the resources and laboratory space to pursue their ideas. By 2018, two cohorts of winners had been selected—one almost at the end of its 18-month tenure and the other soon to begin. Genesis Labs had already overcome several hurdles—for example, scientists at first worried that stepping out of their ordinary role or pitching ideas that were not chosen could end their careers at Novartis. Though the Genesis Labs program ultimately succeeded in attracting many candidates, the company wondered how to further refine it to foster greater agility in Novartis R&D. Should they expand the call for entries? Did it encourage true shoot-the-moon ideas? How often should the program run, and how disruptive should it be to existing teams? What was the best way to reintegrate scientists to prior roles after their 18-month stint as part of Genesis Labs was over? Finally, could such contests be adapted and rolled out in other functions in the organization?

  Keywords: drug discovery; Health Care and Treatment; Research and Development; Innovation and Invention; Programs; Management;

  Citation:

  Edmondson, Amy C., Ranjay Gulati, Patrick J. Healy, and Kerry Herman. "The Genesis Lab at Novartis." Harvard Business School Case 620-007, November 2019.  View Details

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