"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. Edmondson, Daisy Auger-Dominguez, Erica Keswin, and Ron Carucci.
How 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."
"Innovation requires teaming. (Put another way, teaming is to innovation what assembly lines are to car production.)
This book brings together key insights on teaming, as they pertain to innovation. How do you build a culture of innovation? What does that culture look like? How does it evolve and grow? How are teams most effectively created and then nurtured in this context? What is a leader's role in this culture?
This little book is a roadmap for teaming to innovate. We describe five necessary steps along that road: Aim High, Team Up, Fail Well, Learn Fast, and Repeat. This path is not smooth. To illustrate each critical step, we look at real-life scenarios that show how teaming to innovate provides the spark that can fertilize creativity, clarify goals, and redefine the meaning of leadership."
"Teaming is broken into three parts so that leaders and practitioners can easily find the topics or the core activities that fuel teaming efforts. Part One answers basic questions around teaming, such as: How does it work? What does it take for people to learn how to team? What do people do when teaming? How does teaming produce organizational learning? Part Two looks at four leadership actions that enable teaming and learning, providing an up-close look at how people work together in a wide variety of organizational contexts. Part Three shows how to implement teaming on an organizational level and offers three case studies that examine different potential learning outcomes, including process improvement, problem solving, and innovation. The book also includes: Exhibits and bulleted lists containing critical strategies, definitions, and distinctions Tables outlining specific leadership strategies that reflect best practices assembled through decades of extensive research Sidebars that add context to salient ideas and provide additional resources Vignettes and real-world examples that help illustrate key lessons and stimulate reflection Chapter-ending summary sections to help readers review critical concepts"
"The Fearless Organization 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."
