Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School. She teaches and writes on leadership, teams, and organizational learning, and is the author of more than 70 academic articles and several dozen HBS case studies. Her books, Teaming: How Organizations Learn, Innovate, and Compete in the Knowledge Economy and Teaming to Innovate (Jossey-Bass, 2012, 2103) explore teamwork in dynamic, unpredictable work environments. Her most recent book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth (Wiley 2019) is the winner of the Thinkers50 Breakthrough Idea Award and offers practical guidance for teams and organizations who are serious about success in the modern economy.
Here are the excerpts of the interview.
Dealing with this unprecedented crisis calls for an ultimate agile response – kind of highly flexible, collaborative, iterative approach that highly innovative organizations in technology and other industries have been developing for years
What is it like to make decisions on which the lives of tens of thousands of other people depend? Isn't it the leadership moment for global stalwarts?
I have been observing leaders across both sectors and nations, and I recognize that it is emotionally and cognitively challenging to make decisions that affect the lives of thousands of people.
The implications of this are two:
This story is from the May 2020 edition of People Matters.
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This story is from the May 2020 edition of People Matters.
Start your 7-day Magzter GOLD free trial to access thousands of curated premium stories, and 9,000+ magazines and newspapers.
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