Even as academic journals and business sections of bookstores fill up with titles devoted to teams, teamwork, and team players, Harvard Business School Professor Amy C. Edmondson wonders if many might be barking up the wrong tree.
“I’ve begun to think that teams are not the solution to getting the work done,” says Edmondson, the Novartis Professor of Leadership and Management.
The problem: Stable teams that plan first and execute later are increasingly infeasible in the twenty-first century workforce, she explains. Coordination and collaboration are essential, but they happen in fluid arrangements, rather than in static teams.
In her new book, Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy, Edmondson says that surviving—and thriving—in today’s economic climate requires a seismic shift in how we think about and use teamwork.
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