Amy C. Edmondson

Create a space where everyone can contribute and shine. Psychological safety is a shared belief within a team that it's OK to speak up, ask questions, take risks, and make mistakes without fear of repercussions. And it's a leader's job to create it. This book offers a rich understanding of this concept—and the trust and humility that must come with it. You'll learn how to build a psychologically safe environment, acknowledge difficult topics and emotions, and ensure that everyone feels comfortable in fully engaging with those around them. This volume includes the work of:Amy C. EdmondsonDaisy Auger-DominguezErica KeswinRon CarucciHow to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

Create a space where everyone can contribute and shine. Psychological safety is a shared belief within a team that it's OK to speak up, ask questions, take risks, and make mistakes without fear of repercussions. And it's a leader's job to create it. This book offers a rich understanding of this concept—and the trust and humility that must come with it. You'll learn how to build a psychologically safe environment, acknowledge difficult topics and emotions, and ensure that everyone feels comfortable in fully engaging with those around them. This volume includes the work of:Amy C. EdmondsonDaisy Auger-DominguezErica KeswinRon CarucciHow to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

Conquer the most essential adaptation to the knowledge economy The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth offers practical guidance for teams and organizations who are serious about success in the modern economy. With so much riding on innovation, creativity, and spark, it is essential to attract and retain quality talent—but what good does this talent do if no one is able to speak their mind? The traditional culture of "fitting in" and "going along" spells doom in the knowledge economy. Success requires a continuous influx of new ideas, new challenges, and critical thought, and the interpersonal climate must not suppress, silence, ridicule or intimidate. Not every idea is good, and yes there are stupid questions, and yes dissent can slow things down, but talking through these things is an essential part of the creative process. People must be allowed to voice half-finished thoughts, ask questions from left field, and brainstorm out loud; it creates a culture in which a minor flub or momentary lapse is no big deal, and where actual mistakes are owned and corrected, and where the next left-field idea could be the next big thing. This book explores this culture of psychological safety, and provides a blueprint for bringing it to life. The road is sometimes bumpy, but succinct and informative scenario-based explanations provide a clear path forward to constant learning and healthy innovation. Explore the link between psychological safety and high performanceCreate a culture where it’s “safe” to express ideas, ask questions, and admit mistakesNurture the level of engagement and candor required in today’s knowledge economyFollow a step-by-step framework for establishing psychological safety in your team or organization Shed the "yes-men" approach and step into real performance. Fertilize creativity, clarify goals, achieve accountability, redefine leadership, and much more. The Fearless Organization helps you bring about this most critical transformation.

Supercharge your teamwork skills in just three months with expert advice from an industry leader In 90 Days to Level Up Your Teamwork, bestselling author Amy Edmondson teaches you how to become a better team player by focusing on a specific element of cooperative achievement each week. From overcoming barriers to creating psychological safety, this book walks you through exactly how to develop your teamwork skills, one step at a time. Inside you'll find: A crystal-clear, week-by-week roadmap to help you improve your teamwork skillsPractical tasks and actionable steps you can apply immediately to become a better teammateThoughtful prompts to help you think about how what you've learned applies to your own career If you're ready to transform your career and achieve your goals in just one quarter, the 90 Days to Level Up series is for you. Whether you're brand-new to a business, stepping into a leadership role for the first time, or looking to enhance your skills, this series will be your personal guide to unlocking your potential and reaching new professional heights.

Become an extraordinary leader. If you read nothing else on leadership, read this book. We've chosen a new selection of current and classic Harvard Business Review articles that will help you develop an authentic, adaptable style, bring out the best in your people, and springboard your organization into the future. This book will inspire you to: Navigate through uncertainty and change Lead with emotional intelligence Capitalize on AI and other new technologies Unleash collaboration and creativity across silos Cultivate the skills and mindset you need to succeed at the top Create a culture in which everyone thrives This collection of articles includes "Begin with Trust," by Frances X. Frei and Anne Morriss; "How Managers Become Leaders," by Michael D. Watkins; "The Authenticity Paradox," by Herminia Ibarra; "Cross-Silo Leadership," by Amy C. Edmondson, Sujin Jang, and Tiziana Casciaro; "Why Inclusive Leaders Are Good for Organizations, and How to Become One," by Juliet Bourke and Andrea Titus; "Primal Leadership: The Hidden Driver of Great Performance," by Daniel Goleman, Richard Boyatzis, and Annie McKee; "'Both/And' Leadership," by Wendy K. Smith, Marianne W. Lewis, and Michael L. Tushman; "Rid Your Organization of Obstacles That Infuriate Everyone," by Robert I. Sutton and Huggy Rao; "Are You Leading Through the Crisis . . . or Managing the Response?;" by Eric J. McNulty and Leonard Marcus; "The Leader's Guide to Corporate Culture," by Boris Groysberg, Jeremiah Lee, Jesse Price, and J. Yo-Jud Cheng; "Keeping Sight of Your Company's Long-Term Vision," by Ron Ashkenas and Peter D. Moore; and "How to Lead in the Stakeholder Era," by Hubert Joly. HBR's 10 Must Reads are definitive collections of classic ideas, practical advice, and essential thinking from the pages of Harvard Business Review. Exploring topics like disruptive innovation, emotional intelligence, and new technology in our ever-evolving world, these books empower any leader to make bold decisions and inspire others. This Updated and Expanded edition features new, breakthrough articles, additional short-form pieces, and a detailed discussion guide to give you and your team the tools you need for sustained success.

Managers wrestle daily with emotional leadership challenges because emotions and relationships influence organizational energy, commitment, and financial results. This book helps managers strike a balance between feeling and reason in a professional and ethical manner with attention to the manager’s position in the hierarchy of the organization. The authors argue that all managers need to develop their own leadership style based on who they are as persons, their convictions and the circumstances in which they find themselves. This book shows managers how to use judgement, experience, reflection and general knowledge to be better leaders. The book also describes managerial responsibility for the conditions that create a compassionate and effective work environment where emotions can be expressed in ways that constructively benefit the entire organization

A revolutionary guide that will transform your relationship with failure, from the pioneering researcher of psychological safety and award-winning Harvard Business School professor Amy Edmondson. We used to think of failure as the opposite of success. Now, we're often torn between two failure cultures: one that says to avoid failure at all costs, the other that says to fail fast, fail often. The trouble is that both approaches lack the crucial distinctions to help us separate good failure from bad. As a result, we miss the opportunity to fail well. After decades of award-winning research, Amy Edmondson is here to upend our understanding of failure and make it work for us. In Right Kind of Wrong, Edmondson provides the framework to think, discuss, and practice failure wisely. Outlining the three archetypes of failure--simple, complex, and intelligent--Amy showcases how to minimize unproductive failure while maximizing what we gain from flubs of all stripes. She illustrates how we and our organizations can embrace our human fallibility, learn exactly when failure is our friend, and prevent most of it when it is not. This is the key to pursuing smart risks and preventing avoidable harm. With vivid, real-life stories from business, pop culture, history, and more, Edmondson gives us specifically tailored practices, skills, and mindsets to help us replace shame and blame with curiosity, vulnerability, and personal growth. You'll never look at failure the same way again.

Winner of the Financial Times and Schroders Business Book of the Year 2023 A Behavioral Scientist Notable Book of 2023 A revolutionary guide that will transform your relationship with failure, from the pioneering researcher of psychological safety and award-winning Harvard Business School professor Amy Edmondson. We used to think of failure as the opposite of success. Now, we're often torn between two "failure cultures" one that says to avoid failure at all costs, the other that says fail fast, fail often. The trouble is that both approaches lack the crucial distinctions to help us separate good failure from bad. As a result, we miss the opportunity to fail well. After decades of award-winning research, Amy Edmondson is here to upend our understanding of failure and make it work for us. In Right Kind of Wrong, Edmondson provides the framework to think, discuss, and practice failure wisely. Outlining the three archetypes of failure--basic, complex, and intelligent--Amy showcases how to minimize unproductive failure while maximizing what we gain from flubs of all stripes. She illustrates how we and our organizations can embrace our human fallibility, learn exactly when failure is our friend, and prevent most of it when it is not. This is the key to pursuing smart risks and preventing avoidable harm. With vivid, real-life stories from business, pop culture, history, and more, Edmondson gives us specifically tailored practices, skills, and mindsets to help us replace shame and blame with curiosity, vulnerability, and personal growth. You'll never look at failure the same way again.

Managers wrestle daily with emotional leadership challenges because emotions and relationships influence organizational energy, commitment, and financial results. This book helps managers strike a balance between feeling and reason in a professional and ethical manner with attention to the manager’s position in the hierarchy of the organization. The authors argue that all managers need to develop their own leadership style based on who they are as persons, their convictions and the circumstances in which they find themselves. This book shows managers how to use judgement, experience, reflection and general knowledge to be better leaders. The book also describes managerial responsibility for the conditions that create a compassionate and effective work environment where emotions can be expressed in ways that constructively benefit the entire organization

This Element reviews the evidence for three workplace conditions that matter for improving quality and safety in healthcare: staffing; psychological safety, teamwork, and speaking up; and staff health and well-being at work. The authors propose that these are environmental prerequisites for improvement. They examine the relationship between staff numbers and skills in delivering care and the attainment of quality of care and the ability to improve it. They present evidence for the importance of psychological safety, teamwork, and speaking up, noting that these are interrelated and critical for healthcare improvement. They present evidence of associations between staff well-being at work and patient outcomes. Finally, they suggest healthcare improvement should be embedded into the day-to-day work of frontline staff; adequate time and resources must be provided, with quality as the mainstay of professionals' work. Every day at every level, the working context must support the question 'how could we do this better?' This title is also available as Open Access on Cambridge Core.

Be mindful, empathetic, and authentic—even on-screen. Managing your team, building relationships and trust, and facilitating effective meetings in a hybrid or fully remote workforce is challenging. Virtual EI explores how to develop, practice, and demonstrate your emotional intelligence and social skills in a virtual or hybrid setting. You'll learn how to make your team feel heard, draw everyone's voice into the conversation, and make real connections. This volume includes the work of:Amy C. EdmondsonMark MortensenHeidi K. GardnerAmanda SinclairHow to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

An insightful and inspiring book on using "both/and" thinking to make more creative, flexible, and impactful decisions in a world of competing demands. Life is full of paradoxes. How can we each express our individuality while also being a team player? How do we balance work and life? How can we improve diversity while promoting opportunities for all? How can we manage the core business while innovating for the future? For many of us, these competing and interwoven demands are a source of conflict. Since our brains love to make either-or choices, we choose one option over the other. We deal with the uncertainty by asserting certainty. There's a better way. In Both/And Thinking, Wendy Smith and Marianne Lewis help readers cope with multiple, knotted tensions at the same time. Drawing from more than twenty years of pioneering research, they provide tools and lessons for transforming these tensions into opportunities for innovation and personal growth. Filled with practical advice and fascinating stories—including firsthand tales from IBM, LEGO, and Unilever, as well as from startups, nonprofits, and even an inn at one of the four corners of the world—Both/And Thinking will change the way you approach your most vexing problems.

Reinvent your organization for the hybrid age. Hybrid work is here to stay—but what will it look like at your company? If your organization is holding on to inflexible, pre-pandemic policies about where—and when—your people work, it may be risking a mass exodus of talent. Designing a hybrid workplace that furthers your business goals while staying true to your culture requires balancing experimentation with rigorous planning. Hybrid Workplace: The Insights You Need from Harvard Business Review will help you adopt the best technological, cultural, and new management practices to seize the benefits and avoid the pitfalls of the hybrid age. Business is changing. Will you adapt or be left behind? Get up to speed and deepen your understanding of the topics that are shaping your company's future with the Insights You Need from Harvard Business Review series. Featuring HBR's smartest thinking on fast-moving issues—blockchain, cybersecurity, AI, and more—each book provides the foundational introduction and practical case studies your organization needs to compete today and collects the best research, interviews, and analysis to get it ready for tomorrow. You can't afford to ignore how these issues will transform the landscape of business and society. The Insights You Need series will help you grasp these critical ideas—and prepare you and your company for the future.

Be mindful, empathetic, and authentic—even on-screen. Managing your team, building relationships and trust, and facilitating effective meetings in a hybrid or fully remote workforce is challenging. Virtual EI explores how to develop, practice, and demonstrate your emotional intelligence and social skills in a virtual or hybrid setting. You'll learn how to make your team feel heard, draw everyone's voice into the conversation, and make real connections. This volume includes the work of:Amy C. EdmondsonMark MortensenHeidi K. GardnerAmanda SinclairHow to be human at work. The HBR Emotional Intelligence Series features smart, essential reading on the human side of professional life from the pages of Harvard Business Review. Each book in the series offers proven research showing how our emotions impact our work lives, practical advice for managing difficult people and situations, and inspiring essays on what it means to tend to our emotional well-being at work. Uplifting and practical, these books describe the social skills that are critical for ambitious professionals to master.

Reinvent your organization for the hybrid age. Hybrid work is here to stay—but what will it look like at your company? If your organization is holding on to inflexible, pre-pandemic policies about where—and when—your people work, it may be risking a mass exodus of talent. Designing a hybrid workplace that furthers your business goals while staying true to your culture requires balancing experimentation with rigorous planning. Hybrid Workplace: The Insights You Need from Harvard Business Review will help you adopt the best technological, cultural, and new management practices to seize the benefits and avoid the pitfalls of the hybrid age. Business is changing. Will you adapt or be left behind? Get up to speed and deepen your understanding of the topics that are shaping your company's future with the Insights You Need from Harvard Business Review series. Featuring HBR's smartest thinking on fast-moving issues—blockchain, cybersecurity, AI, and more—each book provides the foundational introduction and practical case studies your organization needs to compete today and collects the best research, interviews, and analysis to get it ready for tomorrow. You can't afford to ignore how these issues will transform the landscape of business and society. The Insights You Need series will help you grasp these critical ideas—and prepare you and your company for the future.

A year's worth of management wisdom, all in one place. We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Marcus Buckingham to Amy Edmondson and company examples from Lyft to Disney, this volume brings the most current and important management conversations right to your fingertips. This book will inspire you to:Rethink whether constant, candid feedback really helps employees thriveMove beyond diversity and inclusion to creating a racially just workplaceAdopt connected strategies that anticipate your customers' needsNavigate the challenges of dual-career relationshipsUnderstand when data creates competitive advantage&#8212and when it doesn'tBreak through the organizational barriers that impede AI initiativesLead in a new era of climate actionThis collection of articles includes “The Feedback Fallacy,” by Marcus Buckingham and Ashley Goodall; “Cross-Silo Leadership,” by Tiziana Casciaro, Amy C. Edmondson, and Sujin Jang; “Toward a Racially Just Workplace,” by Laura Morgan Roberts and Anthony J. Mayo; “The Age of Continuous Connection,” by Nicolaj Siggelkow and Christian Terwiesch; “The Hard Truth about Innovative Cultures,” by Gary P. Pisano; “Creating a Trans-Inclusive Workplace,” by Christian N. Thoroughgood, Katina B. Sawyer, and Jennica R. Webster; “When Data Creates Competitive Advantage,” by Andrei Hagiu and Julian Wright; “Your Approach to Hiring Is All Wrong,” by Peter Cappelli; “How Dual-Career Couples Make It Work,” by Jennifer Petriglieri; “Building the AI-Powered Organization,” by Tim Fountaine, Brian McCarthy, and Tamim Saleh; “Leading a New Era of Climate Action,” by Andrew Winston; and “That Discomfort You’re Feeling Is Grief,” by Scott Berinato.

Komplekse udfordringer kalder på ekstrem teaming. Organisationer møder i stigende grad komplekse udfordringer, som kun kan løses i samarbejde med andre aktører i flydende og midlertidige teams. Det stiller nye krav til teamledelse og evnen til at samarbejde uden for formelle, stabile teams – det som Amy C. Edmondson og Jean-François Harvey kalder for ekstrem teaming:- Hvordan sættes forskellige medarbejdere sammen i teams, så de er i stand til at møde komplekse, grænsekrydsende udfordringer- Hvordan opbygger teamets medlemmer nye relationer og integrerer deres idéer og kompetencer, så de tilsammen producerer et værdifuldt output? Når man bevæger sig på tværs af – og udover – organisationens abstrakte og fysiske grænser, skærpes udfordringerne i det tværfaglige samarbejde. Med udgangspunkt i inspirerende cases viser forfatterne, hvordan man leder teamsamarbejde i skiftende arbejdsgrupper, som spænder over forskellige kompetencer,fag, sektorer, brancher og organisationer. Det kræver en særlig form for ledelse, som har fokus på både de mellemmenneskelige og praktiske dynamikker i teams, og som skaber:- en engagerende vision- grobund for psykologisk tryghed- fælles mentale modeller- styrket agilitet gennem empowermentMålet med ekstrem teaming er at ruste organisationer til at navigere i den kompleksitet, der er en uløselig del af innovativt samarbejde. Om forfatterne:Amy C. Edmondson er professor på Harvard Business School. Hendes forskning har fokus på teaming – de særlige dynamiske former for samarbejde, som er nødvendige i miljøer præget af usikkerhed, kompleksitet og dilemmaer. Hun har også forsket i psykologisk tryghed som en afgørende faktor for teamsamarbejde og innovation. Hun er bl.a. forfatter til bøgerne Teaming (2012), Teaming to Innovate (2016) og The Fearless Organization (2018, på dansk 2020). Før sin universitetskarriere arbejdede hun som forskningsdirektør på Pecos River Learning Centers og som chefingeniør hos Buckminster Fuller. Jean-François Harvey er adjunkt på universitetet HEC i Montréal. Han forsker i, hvordan mennesker, team og organisationer lærer, og hvordan de møder de udfordringer, der altid opstår i tværfagligt samarbejde. Som konsulent har han rådgivet både private og offentlige organisationer i Montréal, Boston og San Francisco.

A year's worth of management wisdom, all in one place. We've reviewed the ideas, insights, and best practices from the past year of Harvard Business Review to keep you up-to-date on the most cutting-edge, influential thinking driving business today. With authors from Marcus Buckingham to Amy Edmondson and company examples from Lyft to Disney, this volume brings the most current and important management conversations right to your fingertips. This book will inspire you to:Rethink whether constant, candid feedback really helps employees thriveMove beyond diversity and inclusion to creating a racially just workplaceAdopt connected strategies that anticipate your customers' needsNavigate the challenges of dual-career relationshipsUnderstand when data creates competitive advantage&#8212and when it doesn'tBreak through the organizational barriers that impede AI initiativesLead in a new era of climate actionThis collection of articles includes “The Feedback Fallacy,” by Marcus Buckingham and Ashley Goodall; “Cross-Silo Leadership,” by Tiziana Casciaro, Amy C. Edmondson, and Sujin Jang; “Toward a Racially Just Workplace,” by Laura Morgan Roberts and Anthony J. Mayo; “The Age of Continuous Connection,” by Nicolaj Siggelkow and Christian Terwiesch; “The Hard Truth about Innovative Cultures,” by Gary P. Pisano; “Creating a Trans-Inclusive Workplace,” by Christian N. Thoroughgood, Katina B. Sawyer, and Jennica R. Webster; “When Data Creates Competitive Advantage,” by Andrei Hagiu and Julian Wright; “Your Approach to Hiring Is All Wrong,” by Peter Cappelli; “How Dual-Career Couples Make It Work,” by Jennifer Petriglieri; “Building the AI-Powered Organization,” by Tim Fountaine, Brian McCarthy, and Tamim Saleh; “Leading a New Era of Climate Action,” by Andrew Winston; and “That Discomfort You’re Feeling Is Grief,” by Scott Berinato.