Amy Edmondson – författare

Rätt sorts fel hjälper dig att skilja ”rätt sorts fel" från de misslyckanden du faktiskt bör försöka undvika. För vissa misslyckanden kan med rätta kallas dåliga, medan andra ger oss värdefulla lärdomar. Och ibland leder misslyckanden till upptäckter som förbättrar våra liv och vår värld.

Den prisbelönta professorn Amy Edmondson introducerar tre arketyper av misslyckanden – enkla, komplexa och intelligenta – och berättar vilka du ska förebygga respektive eftersträva. Med levande exempel ur arbetslivet, historien och populärkulturen och med gedigen psykologisk kunskap visar hon hur vi kan ersätta bortförklaringar och skuldbeläggande med nyfikenhet, öppenhet och hållbart lärande – för att bemästra konsten att misslyckas väl.

Amy Edmondson är prisbelönt professor i ledarskap vid Harvard Business School. Hon är världsledande inom forskningen och teoribildningen om psykologisk trygghet och att skapa team, samt författare till flera böcker och artiklar.

Sagt om boken:

”Bokens budskap är tillgängligt för de flesta och kryddat med intressanta exempel. [...] Edmondson är en duktig skribent och vet vad hon pratar om. Boken kommer med gedigna noter och ett register.”Lovisa Hedin, BTJ-häftet nr 23, 2024

Globally recognized expert on learning and leadership, Jeff Wetzler offers a hands-on, surprisingly effective way to find out what others really think, know, and feel. Ask leads to smarter decisions, more creative solutions, and deeper relationships. Too often, we don't find out what's truly on others' hearts and minds because we don't know how to ask the right questions in the right ways. Co-founder of Transcend and former international business consultant and Teach for America executive Jeff Wetzler wants to show you how to fix that. In Ask, he brings you a powerful method called The Ask Approach™, based on a simple premise: that tapping into what other people truly think, know, and feel is a game-changing superpower. In Section I, Wetzler reveals the most common things that people think and feel but often keep to themselves, as well as the key reasons why they choose to withhold information that could be valuable to you and your organization.Section II delves into the five steps of the Ask Approach, each answering an essential question.Choose Curiosity: How can you awaken your curiosity to make new discoveries and unexpected connections?Make it Safe: How do you make it easier for people to tell you hard things?Pose Quality Questions: What questions will best tap into the wisdom of anyone you ask?Listen to Learn: How can you hear what someone is really trying to tell you?Reflect & Reconnect: How do you turn talk into action?Section III helps you make asking an everyday superpower - not only for yourself but also for your team and organization, as well as for the next generation and society at large.The skills and messages of Ask could not be more timely. In a fast-changing world where AI is supplanting an increasing range of skills, the ability to learn from and connect with other people is one of the most important, fulfilling and uniquely human capabilities to master.

`[I}n this volume, contributors from the fields of both strategic management and organizational behaviour have been brought together to explore the relationship between organizational learning and competitive advantage.... In their editorial introduction, Edmonson and Moingeon trace changes within the fields of strategy and organizational development that have encouraged a more integrative approach. On the strategy side, the emergence of the "resource view of the firm" has drawn attention to the importance of firm-specific resources including knowledge and how it is acquired, as sources of competitive advantage. On the other hand, organizational development practitioners have become increasingly interested in relating their traditional tasks more firmly to strategic business issues and concerns. The topic of organizational learning can thus be seen as a bridge, which is the intention of this volume to begin constructing, between these two fields.... The papers presented in this book offer a rich variety of concepts, frameworks and provovative ideas on organizational learning and its strategic implications. In addition, the theoretical presentations are often supported by reports of the results of original research in a number of companies' - Management Learning

`This book takes an important first step towards integrating theories of competitive advantage and... organizational learning, a rapprochement which can come none too soon for the management practitioner' - Peter Senge, Director of the Center for Organizational Learning, MIT Sloan School of Management, USA

Organizations need to develop learning strategies to survive and develop in increasingly uncertain and changing markets. In this book, researchers from Europe and the United States explore theories of strategic management and organizational behaviour to establish a link between learning processes and competitive advantage, within a variety of organizational settings. The diverse, multidisciplinary approach takes an important step towards developing a new integrative theory of management.

`[I}n this volume, contributors from the fields of both strategic management and organizational behaviour have been brought together to explore the relationship between organizational learning and competitive advantage.... In their editorial introduction, Edmonson and Moingeon trace changes within the fields of strategy and organizational development that have encouraged a more integrative approach. On the strategy side, the emergence of the "resource view of the firm" has drawn attention to the importance of firm-specific resources including knowledge and how it is acquired, as sources of competitive advantage. On the other hand, organizational development practitioners have become increasingly interested in relating their traditional tasks more firmly to strategic business issues and concerns. The topic of organizational learning can thus be seen as a bridge, which is the intention of this volume to begin constructing, between these two fields.... The papers presented in this book offer a rich variety of concepts, frameworks and provovative ideas on organizational learning and its strategic implications. In addition, the theoretical presentations are often supported by reports of the results of original research in a number of companies' - Management Learning

`This book takes an important first step towards integrating theories of competitive advantage and... organizational learning, a rapprochement which can come none too soon for the management practitioner' - Peter Senge, Director of the Center for Organizational Learning, MIT Sloan School of Management, USA

Organizations need to develop learning strategies to survive and develop in increasingly uncertain and changing markets. In this book, researchers from Europe and the United States explore theories of strategic management and organizational behaviour to establish a link between learning processes and competitive advantage, within a variety of organizational settings. The diverse, multidisciplinary approach takes an important step towards developing a new integrative theory of management.

Relationships built on trust matter.Deep and meaningful connections, especially with other women, are critical to our careers and to our overall well-being and happiness. The bonds we build based on trust allow us to help one another, learn, and advance. But high-quality professional relationships are only possible with emotional openness and not all women, especially those from underrepresented groups, feel they can be vulnerable enough at work to develop these kinds of ties.Making Real Connections provides the research, advice, and practical tips you need to go beyond small talk with your colleagues and shallow, transactional networking to create professional relationships that are truly amazing.This book will inspire you to:Find authentic ways to grow your networkEnjoy the rewards of having real friends at work while avoiding the pitfallsSeek out a sponsor—or become oneNavigate problems when work relationships become drainingThe HBR Women at Work Series spotlights the real challenges and opportunities women experience throughout their careers. With interviews from the popular podcast of the same name and related articles, stories, and research, these books provide inspiration and advice for taking on issues at work such as inequity, advancement, and building community. Featuring detailed discussion guides, this series will help you spark important conversations about where we're at and how to move forward.

Relationships built on trust matter.Deep and meaningful connections, especially with other women, are critical to our careers and to our overall well-being and happiness. The bonds we build based on trust allow us to help one another, learn, and advance. But high-quality professional relationships are only possible with emotional openness and not all women, especially those from underrepresented groups, feel they can be vulnerable enough at work to develop these kinds of ties.Making Real Connections provides the research, advice, and practical tips you need to go beyond small talk with your colleagues and shallow, transactional networking to create professional relationships that are truly amazing.This book will inspire you to:Find authentic ways to grow your networkEnjoy the rewards of having real friends at work while avoiding the pitfallsSeek out a sponsor—or become oneNavigate problems when work relationships become drainingThe HBR Women at Work Series spotlights the real challenges and opportunities women experience throughout their careers. With interviews from the popular podcast of the same name and related articles, stories, and research, these books provide inspiration and advice for taking on issues at work such as inequity, advancement, and building community. Featuring detailed discussion guides, this series will help you spark important conversations about where we're at and how to move forward.

Winner of the Financial Times Business Book of the Year Award‘Absolutely outstanding’ Tim Harford, author of The Undercover Economist'A masterclass’ Angela Duckworth, author of Grit‘Excellent’ Andrew Hill, Financial TimesWe used to think of failure as a problem, to be avoided at all costs. Now, we're often told that failure is desirable - that we must ‘fail fast, fail often’. The trouble is, neither approach distinguishes the good failures from the bad. As a result, we miss the opportunity to fail well.Here, Amy Edmondson – the world’s most influential organisational psychologist – reveals how we get failure wrong, and how to get it right. Drawing on four decades of research into the world’s most effective teams, she unveils the three archetypes of failure – basic, complex and intelligent - and explains how to harness the revolutionary potential of the good ones (and eliminate the bad). Along the way, she poses a simple, provocative question: What if it is only by learning to fail that we can hope to truly succeed?‘Lays out a clearer path about how to stop avoiding failure and take smarter risks.’ Books of the Year, Financial Times