Index
Amy C. Edmondson
(Harvard Business School, USA)
Jean-François Harvey
(HEC Montréal, Canada)
This content is currently only available as a PDF
Citation
Edmondson, A.C. and Harvey, J.-F. (2017), "Index", Extreme Teaming, Emerald Publishing Limited, Leeds, pp. 193-197. https://doi.org/10.1108/978-1-78635-449-520161019
Publisher
:Emerald Publishing Limited
Copyright © 2017 Emerald Publishing Limited
INDEX
Adaptation
, 48, 50, 120
Ad hoc decisions
, 100
Ambidextrous leadership
, 127–131
Architecture Company
, 68, 69, 70, 72, 80, 82, 83, 84, 92, 93
Assumption
, 11, 22, 23, 42, 49, 104, 115, 118, 128, 140
ba (space)
, 18–19
Boundary; Boundaries
, xiv, xvi, xviii, xx, 6, 11, 14, 17, 29, 44, 59, 63, 93–96, 102, 105, 109, 129
Boundary objects
, 53, 94, 96, 111, 129
Boundary objects, leveraging
, 93–95
Builder Company
, 69, 73, 80, 82, 98
Business group
, 58
Chilean mine rescue
, 72
Chilean mining
, 7, 15
Chilean rescue
, 10
Coca-Cola
, xvi
Cohesion
, 63, 114, 135
Collaboration
, 11, 15, 19, 47, 48, 65, 66, 67, 118, 119, 129, 143
Communication
, 11, 16, 48, 49, 57, 66, 77, 80, 82, 92, 95, 118, 119
Complexity
complex interdependencies
, 95
complex problem
, 4, 12, 13, 14, 17, 19, 34, 44, 45, 121, 134
complex product
, 4, 91
complex task
, 91, 120
Coordination
, 47, 48, 52, 88, 90, 91, 99, 103, 122, 123, 138
Core decision-makers
, 58
Craft Company (CC)
, 77, 81, 104
Creativity
, 16, 17, 18, 20, 24, 79, 99
Cross-boundary collaboration
, 121, 131
Cross-boundary innovation
, 132
Cross-boundary teaming
, 29, 44, 53
Cross-boundary teams
, 15–19, 22
Cross-boundary work
, 82, 96
Cross-sector
, 13, 39, 134, 137, 138, 139
Cross-training
, 122
Culture clash
, 139–140
Custom-developed scripts and tools
, 93
Data collection and analysis
, 57–59
Decision-making
, 48, 99, 102, 103, 106, 127, 130
Decisions
, 68, 69, 85, 90, 93, 99, 100, 101, 121, 124, 125, 127, 130
Design Company
, 67, 85, 93, 103, 105
Divergence; divergent
, 23, 47, 124
Diverse mental models
, 129
Diverse teams
, 16–17, 24, 43, 139
Diversity mindsets
, 53
Ecosystem
, xviii, 5, 11, 20, 138
Ecosystems, from industries to
, 11–15
Effectiveness; leadership effectiveness; team effectiveness
, xii, xiii, xxi, xxii, 27, 29, 34, 40, 53, 54, 59, 131, 132, 134, 135, 136, 139
Emergent state
, 41, 47, 51, 52, 59, 134, 135, 136, 137, 141
Emotions and relationships
, 45–48
Empower agile execution
, 97–105, 124–127
Energy Company
, 84
Engaging vision
, 63
articulating challenging target
, 70–73
building
, 112–114
leadership function
, 64
making values explicit
, 63–70
Execution-as-learning
, 97
Expectancy-value theory
, 114
Experiment-and-learn approach
, 111
Experimentation; experimenting
, 10, 44, 46, 86, 104, 115, 116, 127, 130
Expert
, 18, 27, 97, 98, 102, 106, 118, 124, 125
Expertise
, 3, 4, 5, 11, 19, 42, 52, 57, 66, 75, 87, 95, 96, 97, 100, 101, 102, 106, 111, 118, 122, 123, 125, 126, 130, 134, 140, 141, 142
Experts
, 3, 4, 5, 7, 8, 50, 51, 95, 100, 103, 109, 111, 120, 121, 126, 127, 137, 139
Exploratory qualitative research
, 139
Extreme teaming
, 136
ambidextrous leadership for
, 127–131
challenges
, 45
interpersonal challenges
, 45–48
leadership and
, 51–54
technical challenges
, 48–51
conditional benefits of extreme teams
, 41–45
example of
, 5
future research and practice
culture clash
, 139–140
implications for practice
, 138–139
implications for research
, 134–138
leadership
, 140–142
mediated leadership–performance relationship
, 136
from industries to ecosystems
, 11–15
innovation in cross-boundary teams
, 15–19
leadership enabling
, 10–11
methods
data collection and analysis
, 57–59
focal projects
, 56
research approach
, 54–57
model of leadership for
, 34–36
parallel teaming efforts
, 7–9
senior leadership triggering
, 6–7
teams developing over time
, 39–41
unprecedented challenge
, 5–6
Facilitation
and interpersonal challenges
, 115–119
and technical challenges
, 119–124
Fostering coordination
, 128
Functional leadership
, 21–22, 26–34, 133
Goals
, 11, 28, 41, 50, 75, 77, 112, 113, 114, 128, 131
Goal-setting theory
, 114
Healthcare
, 4, 18, 44, 71, 80, 94, 102, 103, 104, 137
Healthcare Company (HC)
, 65–67, 71, 80, 82, 83, 84, 92, 94, 101, 102, 104
Hierarchy
, xvii, 78, 85
Industries to ecosystems
, 11–15
Industry
, xviii, 11, 50, 68, 69, 71, 134
Innovation
in cross-boundary teams
, 15–19
systems
, 13–14
Input-process-output (IPO)
, 40
Interface management
, 90, 91
Interpersonal
, xv, 10, 16, 41, 42, 45–47, 53, 55, 75, 112, 116, 127, 130, 131, 141
Interpersonal challenges
, 45–48
IPO. See Input-process-output (IPO)
IT Company (ITC)
, 77, 81, 94
Knowledge
diagnosing interfaces for knowledge-sharing
, 87
explosion
, 3
knowledge-based diversity
, 42
and skills
, 48–51
Knowledge integration
, 4, 34, 124
Knowledge representations
, 53
Knowledge sharing
, 87–88, 96, 118, 121, 122, 123
Leader–member exchange (LMX)
, 21, 22, 133
Leadership
, 21, 58, 140–142
assembling functions into coherent whole
, 110
ambidextrous leadership for extreme teaming
, 127–131
building engaging vision
, 112–114
cultivating psychological safety
, 115–119
developing shared mental models
, 119–124
empower agile execution
, 124–127
and challenges
, 51–54
effectiveness
, 53
enabling extreme teaming
, 10–11
for extreme teaming
, 109
functions
, 52, 64, 135–136
model
, 110
for extreme teaming
, 34–36
senior
, 6–7, 10–11
shared
, 21–22, 25–26, 133
taxonomies
, 134
Leading teams and teaming
model of leadership for extreme teaming
, 34–36
team leadership theory
, 21–34
Learning
, 13, 43, 81, 82, 85, 86, 97, 111, 115–116, 117, 123, 127, 130, 131, 141, 142
Learning behavior
, 46, 47, 75, 115, 116, 117, 118, 124
LMX. See Leader–member exchange (LMX)
Mental models
, 119–120
See also Shared mental models
Metaphors
, 53
Modularity
, 11
Modus operandi
, 112
Motivation
and interpersonal challenges
, 112–114
and technical challenges
, 124–127
NASA
, ix, 6, 7, 9, 113
New product
, xvii, xviii, 44, 45
Norms
, 27, 49, 112
Objectives
, 66, 121
Objects
, 35, 53, 93, 94, 95, 124, 132
Open innovation
, 14
Open-ended problem solving
, 18
Openness
, 21, 52, 68, 69, 119
Open source
, ix
Operations
, 7, 12, 48, 81
Organizational behavior
, 21, 35, 134
Organizational boundaries
, 14, 63, 109, 118
Organizational learning; learning organization
, 15
Parallel teaming efforts
, 7–9
Personality traits
, 21
Perspective; perspective taking
, xii, xiv, 4, 5, 11, 16, 17, 18, 25, 42, 47, 51, 58, 82, 84, 85, 117, 127, 129, 133
Physical space
, 104
Primary leadership group
, 58
Problem-solving
, 118
Process models
, 22
Professional
, xv, 4, 71–72, 84, 91–92, 102
Project
, 45, 52, 70, 75, 79, 80, 88, 90, 91, 92, 96, 99, 100, 101, 104, 114, 117, 123, 126, 127, 138, 141
Project Anna
, 56, 80, 93, 98, 102
field document from
, 72–73
leaders
, 68
leadership
, 91
Project Bianca
, 56, 84, 91, 99–101, 102
Project Fiona
, 56, 69, 77–79, 81–82, 104
Project Sofia
, 56, 65–67, 71, 80, 82, 83–85, 92, 94, 103
Project Willa
, 56, 70, 72, 85, 89–90, 93
Property Company (PC)
, 99
Psychological safety, cultivating
, 75
displaying authentic caring
, 76, 79–82
framing cross-boundary work as resource
, 76, 82–85
R&D
, viii, 44, 116, 138
Real Estate Company
, 91
Research approach
, 54–57
Risk
, 10, 46, 47, 52, 63, 69, 75, 103, 116, 125, 130, 141
Risk taking
, 125, 141
Role
, xvi, 25, 27, 41, 50, 51, 54, 91, 112, 114, 116, 124, 135, 140, 141
Routines
, 17, 41, 50, 54, 55, 112
Senior leadership
, 6–7, 10–11
Shared leadership
, 21–22, 25–26, 133
Shared mental models
, 87
developing
, 119–124
diagnosing interfaces for knowledge-sharing
, 87–92
leadership function
, 88
leveraging boundary objects
, 93–95
Project Willa
, 89–90
Similarity-attraction theory
, 46
Social categorization theory
, 46
Social identity theory
, 46
Social network theory
, 16–17
Software Company (SC)
, 65–67, 71, 80, 82, 83, 84, 91, 92, 95, 101, 102, 103, 104
Specialization
, 3, 4, 12, 19, 24
Stories
, 18, 53
Structural holes
, 16
Structure
, xiii, xvii, 9, 12, 27, 71, 102, 105, 120, 123
Task-and person-focused leadership functions
, 128
Team cohesion
, 26, 40, 46, 48, 52, 71, 112, 113, 114
Team development
, 27, 35, 39, 40, 59
Team empowerment
, 33, 41
Team leadership theory
, 21
functional leadership
, 26–34
LMX
, 22
shared leadership
, 25–26
transformational leadership
, 23–25
Team learning
, 24, 44, 115, 116, 119, 131
Team mental models
, 40, 41
Team performance
, 22, 26, 32, 33, 40, 41, 44, 59, 113, 114, 136
Team process
, 35, 40, 43, 44, 51, 59
Team(s)
, 15
cohesion
, 26, 40–41, 112, 113
developing over time
, 39–41
innovation in cross-boundary
, 15–19
leadership
, 133
learning
, 115
members
, 51–52
team-diversity studies
, 42
team-member interactions
, 50
team structures
, 27
Technical
, ix, 8, 10, 11, 48–51, 54, 55, 103, 109, 111, 121, 127, 130, 131, 134, 137, 140, 143
Technical challenges
, 48–51, 52, 53, 54, 111, 130, 143
Technology
, 69, 82, 102, 105, 141
Technology Company
, 70, 72, 81, 82, 105
TechnoServe
, xvi
Transformational leadership
, 21, 23–25, 133
theory
, 23–25
See also Leadership
Transparency
, 68, 69
Trust
, 46, 53, 69
Value
, 11, 17, 49, 64, 67, 68–70, 83, 92, 113, 139, 140, 143
Videogame
, 44
Workplace
, xiv, xv
- Prelims
- Part I Trends Giving Rise to Extreme Teaming
- 1 Why Extreme Teaming Matters
- 2 Leading Teams and Teaming
- 3 The Challenges of Extreme Teaming
- Part II Four Leadership Functions for Extreme Teaming
- 4 Build an Engaging Vision
- 5 Cultivate Psychological Safety
- 6 Develop Shared Mental Models
- 7 Empower Agile Execution
- Part III Looking Back and Moving Forward
- 8 A Model of Leadership for Extreme Teaming
- 9 Directions for Future Research and Practice
- References
- Index