Table of Contents
Chapter One: A New Way of Working
Learning to Team, Teaming to Learn
The Process Knowledge Spectrum
Chapter Two: Teaming to Learn, Innovate, and Compete
Four Pillars of Effective Teaming
Social and Cognitive Barriers to Teaming
Leadership Actions That Promote Teaming
Chapter Three: The Power of Framing
A Learning Frame Versus an Execution Frame
Chapter Four: Making It Safe to Team
Psychological Safety for Teaming and Learning
The Effect of Hierarchy on Psychological Safety
Cultivating Psychological Safety
Chapter Five: Failing Better to Succeed Faster
The Importance of Small Failures
Why It’s Difficult to Learn from Failure
Failure Across the Process Knowledge Spectrum
Matching Failure Cause and Context
Developing a Learning Approach to Failure
Strategies for Learning from Failures
Chapter Six: Teaming Across Boundaries
Visible and Invisible Boundaries
Teaming Across Common Boundaries
Leading Communication Across Boundaries
Part Three: Execution-as-Learning
Chapter Seven: Putting Teaming and Learning to Work
Using the Process Knowledge Spectrum
Facing a Shifting Context at Telco
Chapter Eight: Leadership Makes It Happen
Leading Teaming in Routine Production at Simmons
Leading Teaming in Complex Operations at Children’s Hospital