Vu Nhut Nguyen (Thomas)
101885839
According to Edmondson (2014), there is a difference in meaning between ‘teaming’ and
‘teams’ and the author discusses their significance. A recent phenomenon is organizations
where people need to collaborate to work on the project, even though they may not know
each other well. Therefore, a team is similar to a sports team where players together train and
play every week and they know each other very well. On the other hand, teaming means that
people still working together but the employees’ working conditions and situations are
different. Edmondson (2014) uses teamwork in an emergency word as an example.
Secondly, the author identifies the role of Big L leadership and little l leadership in
organizations. Big L leadership is defined as individuals who have a position on the top of large
organizations and their decision-making can affect everyone in organizations. In contrast, little
l leadership is defined as individuals who do not have a formal position in teams, but they can
exercise to make teamwork well and they will take responsibility related to their job titles and
positions. Lastly, it is concluded that L leadership or l leadership is essential for teaming and
whatever individual’s position is, every member can make teaming work well.
Thirdly, Edmondson (2014) gives three examples of interpersonal risk in different fields. The
examples show that a nurse, a technician, and a senior executive are silence when a teaming
needs their voice. Lastly, the author argues that to understand interpersonal risk helps
organizations deal with bigger risks.
Therefore, according to Edmondson (2014), it is more important for managers to create
psychological safety in the work environment. There are three ways which managers can do to
bring psychological safety for their workplace including firstly, leaders should frame the work
as a learning challenge; secondly, leadership needs to acknowledge their own fallibility and
lastly, leadership can ask the question to require for their members to speak up.
However, Edmondson (2014) argues that psychological safety only creates a comfort zone for
people in teaming. Thus, the author suggests leadership should combine psychological safety
and motivation to create a high-performance zone for people in teaming. This is illustrated by
the rate of children safety in hospitals and the rescuing 33 trapped Chilean.
Furthermore, according to Edmondson (2014), it is essential for teams to learn failure.
Therefore, the author demonstrates that a leadership task can help people to reframe failure
and understand that failure is not shameful. There are three actions for leadership to reframe
failure. Firstly, leadership should point up the relationship between uncertain and failure.
Secondly, leadership can set expectations about failures. Lastly, leadership can identify each
person has a crucial role.
Lastly, Edmondson (2014) mentions that teaming often means reaching across boundaries to
work well. Edmondson (2014) uses an example of the rescuing 33 trapped Chilean to explain
how teaming can work well when people in the group are curious and when they can find out
the aspirations and skills of their colleagues. Edmondson (2014) also suggests that people in
teaming need to ask and tell each other to get work done.