Collaborative systems driving new capabilities in an era of economic change have a new engine--teaming. On Harvard Business School's Working Knowledge website, an excerpt from Harvard professor, Amy C. Edmondson's recently published book offers a glimpse into new leadership concepts.
Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy is an authoritative work with explicit examples from several industries of historical precedence and transformation. Amy C. Edmondson explains,
"Intense competition, rampant unpredictability, and a constant need for innovation are giving rise to even greater interdependence and thus demand even greater levels of collaboration and communication than ever before."
Time and resource dependencies on innovation are compelling reasons to collaborate. Recently I suggested that the formalities of collaboration tools will keep connections alive and flourishing. New online communities are sprouting up to take advantage of the access to organizational resources and as such, collaborative abilities will contribute to shared knowledge and community.
Amy C. Edmondson is brilliant in describing organizational learning that will influence new management practices. Discovery, for many organizations to come to terms with, will be more ad hoc, such as 'learning from doing' and 'improvising' that will depend on people ready to jump right in at any given moment.
The luxury of static teams will be gone and replaced by the synergies of resourceful and dynamic teams. I'm interested to see more and participate in teaming - a model of learning performance through collaborative practices.