Psychological Safety and Learning Behavior in Work Teams
- A. Edmondson
- Psychology, Business
- 1 June 1999
This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the…
METHODOLOGICAL FIT IN MANAGEMENT FIELD RESEARCH.
- A. Edmondson, S. McManus
- Business
- 1 October 2007
Methodological fit, an implicitly valued attribute of high-quality field research in organizations, has received little attention in the management literature. Fit refers to internal consistency…
Speaking Up in the Operating Room: How Team Leaders Promote Learning in Interdisciplinary Action Teams
- A. Edmondson
- Education
- 1 September 2003
This paper examines learning in interdisciplinary action teams. Research on team effectiveness has focused primarily on single-discipline teams engaged in routine production tasks and, less often, on…
Making It Safe: The Effects of Leader Inclusiveness and Professional Status on Psychological Safety and Improvement Efforts in Health Care Teams
- Ingrid M. Nembhard, A. Edmondson
- Psychology
- 1 November 2006
This chapter introduces the construct of “leader inclusiveness” – words and deeds exhibited by leaders that invite and appreciate others’ contributions. We propose that leader inclusiveness helps…
Disrupted Routines: Team Learning and New Technology Implementation in Hospitals
- A. Edmondson, R. Bohmer, G. Pisano
- Medicine
- 1 December 2001
Analysis of qualitative data suggests that implementation involved four process steps: enrollment, preparation, trials, and reflection, which illuminating the collective learning process among those directly responsible for technology implementation contributes to organizational research on routines and technology adoption.
Learning from Mistakes is Easier Said Than Done: Group and Organizational Influences on the Detection and Correction of Human Error
- A. Edmondson
- Business
- 1 March 1996
This research explores how group- and organizational-level factors affect errors in administering drugs to hospitalized patients. Findings from patient care groups in two hospitals show systematic…
The Local and Variegated Nature of Learning in Organizations: A Group-Level Perspective
- A. Edmondson
- BusinessOrgan. Sci.
- 1 March 2002
It is found that team members' perceptions of power and interpersonal risk affect the quality of team reflection, which has implications for their team's and their organization's ability to change.
Is yours a learning organization?
- D. Garvin, A. Edmondson, F. Gino
- EducationHarvard Business Review
- 1 March 2008
A new survey instrument from professors Garvin and Edmondson of Harvard Business School and assistant professor Gino of Carnegie Mellon University allows you to ground your efforts in becoming a learning organization.
Psychological Safety, Trust, and Learning in Organizations: A Group-Level Lens.
- A. Edmondson
- Psychology
- 2004
This paper discusses psychological safety and distinguishes it from the related construct of interpersonal trust. Trust is the expectation that others' future actions will be favorable to one's…
Psychological Safety: The History, Renaissance, and Future of an Interpersonal Construct
- A. Edmondson, Z. Lei
- Psychology, Business
- 21 March 2014
Psychological safety describes people’s perceptions of the consequences of taking interpersonal risks in a particular context such as a workplace. First explored by pioneering organizational scholars…
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