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Arpa Editores

Jossey-bass

Random House Uk

Escrito para líderes y equipos, La organizaciónsin miedo demuestra que la seguridad psicológicaes el factor número uno para predecir la eficaciade una empresa.La mayoría de empresas invierten en talento paracompetir en la actual economía del conocimiento, peroel mejor talento se desperdicia si las personas no soncapaces de expresarse. El instinto humano de «encajar»y «seguir la corriente» va en contra del flujo continuode nuevas ideas, nuevas soluciones y pensamiento críticonecesarios para que las organizaciones sigan innovando.Aunque no todas las ideas son acertadas, la culturade una organización no debe reprimir, silenciar,ridiculizar o intimidar.Basado en los más de treinta años de investigaciónde Amy Edmondson, catedrática de Gestión y Liderazgoen Harvard Business School, este libro de valorincalculable ayuda a las empresas a abordar el ladohumano de la ecuación de la innovación para crearun entorno de trabajo seguro, intrépido y capacitadopara triunfar sin límites.La organización sin miedo ofrece un marcoprogresivo que permite a cada cual construir su propiahoja de ruta hacia una nueva cultura corporativa.Ilustrado con numerosos ejemplos ?Volkswagen,US Airways, NASA, etc.?, traza un camino claro paraimplantar una cultura de empresa que prospere conla libre expresión de ideas y el fomento del compromiso.La crítica ha dicho...«Un libro que todo líder debería leer y teneren cuenta. Ofrece consejos prácticos e inteligentes».Daniel H. Pink, autor del best seller Drive«Una obra maestra. Útil, atemporal y placentera». Robert Sutton, profesor en Stanford

Arpa

La organización sin miedo

New breakthrough thinking in organizational learning, leadership, and change Continuous improvement, understanding complex systems, and promoting innovation are all part of the landscape of learning challenges today's companies face. Amy Edmondson shows that organizations thrive, or fail to thrive, based on how well the small groups within those organizations work. In most organizations, the work that produces value for customers is carried out by teams, and increasingly, by flexible team-like entities. The pace of change and the fluidity of most work structures means that it's not really about creating effective teams anymore, but instead about leading effective teaming. Teaming shows that organizations learn when the flexible, fluid collaborations they encompass are able to learn. The problem is teams, and other dynamic groups, don't learn naturally. Edmondson outlines the factors that prevent them from doing so, such as interpersonal fear, irrational beliefs about failure, groupthink, problematic power dynamics, and information hoarding. With Teaming, leaders can shape these factors by encouraging reflection, creating psychological safety, and overcoming defensive interpersonal dynamics that inhibit the sharing of ideas. Further, they can use practical management strategies to help organizations realize the benefits inherent in both success and failure. Presents a clear explanation of practical management concepts for increasing learning capability for business results Introduces a framework that clarifies how learning processes must be altered for different kinds of work Explains how Collaborative Learning works, and gives tips for how to do it well Includes case-study research on Intermountain healthcare, Prudential, GM, Toyota, IDEO, the IRS, and both Cincinnati and Minneapolis Children's Hospitals, among others Based on years of research, this book shows how leaders can make organizational learning happen by building teams that learn.

Teaming. How Organizations Learn, Innovate, And Compete In The Knowledge Economy

Gardners

Right Kind Of Wrong

La organización sin miedo (2024)

Teaming. How Organizations Learn, Innovate, And Compete In The Knowledge Economy

Right Kind Of Wrong (2024)