Index

Amy C. Edmondson (Harvard Business School, USA)
Jean-François Harvey (HEC Montréal, Canada)

Extreme Teaming

ISBN: 978-1-78635-450-1, eISBN: 978-1-78635-449-5

Publication date: 24 August 2017

This content is currently only available as a PDF

Citation

Edmondson, A.C. and Harvey, J.-F. (2017), "Index", Extreme Teaming, Emerald Publishing Limited, Bingley, 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