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Essay / Research Paper Abstract
This 3-page paper analyses the article "Speeding Up Team Learning" by Edmondson, Bohmer and Pisano.
Page Count:
3 pages (~225 words per page)
File: AS43_MTspeelear.doc
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Unformatted sample text from the term paper:
lets say, implementing and maintaining a new technology. But authors Amy Edmondson, Richard Bohmer and Gary Pisano, in their "Harvard Business Review" article entitled "Speeding Up Team Learning" point out
there are few differences between the two teams; and that the cross-functional corporate team can learn a lot from the cardiac surgical team, especially when it comes to making team
members quickly comfortable with one another and able to interact with each other almost immediately. The authors examined cardiac surgery teams at
16 major medical centers to determine the learning curve of various teams when it came to moving from the regular methods of cardiac surgery to the newer method (at least,
at the time, in 2001, it was newer), of minimally invasive balloon surgery. One interesting aspect I took away from this study of
cardiac teams involved, what the authors dubbed "cherished notions about the ways organizations . . . adopt new technologies . . ." One of these involved the idea of management
support toward team learning. The authors found, in their research, that upper-level management support (or lack of it) wasnt much of a deciding factor when it came to the success
of implementing new technology. Much of the business literature is in love with the idea that buy-in from the top is very important when it comes to the learning curve
- but clearly, when it came to these surgeons, it didnt seem to make a difference. Another cherished idea among organizational learning
that fell by the wayside in the authors research was that the status of the surgeon who oversaw team efforts didnt really matter either - in other words, how much
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