Book SummaryTeaming, by Amy C. Edmondson

1-Page Summary1-Page Book Summary of Teaming

In Teaming (2012), Amy C. Edmondson introduces an adaptive approach to collaboration in the workplace. Edmonson contends that rather than organizing people into traditional, static teams, leaders should practice a dynamic alternative called teaming. Teaming involves bringing people together in temporary groups that can collaborate effectively and flexibly, even without an extensive shared work history, and integrate their specialized expertise to solve emerging problems.

Edmondson has more than 20 years of research experience as a professor of leadership and management at Harvard Business School. Her expertise in organizational learning comes from studying collaboration in diverse settings...

Teaming Summary What Is Teaming?

Edmondson intentionally uses the word “team” as a verb. She explains that while a “team” is traditionally a static entity—a set group of people with a common goal—teaming is an active, dynamic process where people with different backgrounds coordinate their efforts to accomplish tasks together.

In many industries, the knowledge needed to solve problems is constantly evolving. Think about fields like medicine, where new treatments and technologies emerge every month, or software development, where engineers continually update programming languages and frameworks. In fields like these, organizations need specialized professionals who keep up with developments in their areas—whether that’s artificial intelligence, cardiovascular surgery, or sustainable manufacturing processes.

Edmondson explains that at the same time, many significant workplace challenges require combining specialized skills. No single person can master everything needed to develop a new vaccine, launch a successful app, or redesign a manufacturing plant. This is where teaming becomes essential: It allows you to quickly bring together the right mix of experts for each challenge, and then reassemble...

Teaming Summary What Are the Core Principles of Effective Teaming?

To make teaming work, Edmondson identifies three key principles that everyone needs to practice: open communication, collaborative knowledge sharing, and boundary bridging. Let’s explore what each of these looks like in action.

Principle 1: Open Communication Enables People to Speak Up Without Fear

The heart of effective teaming is creating a space where anyone can speak their mind without worrying about being judged or punished. Think about it: When you’re tackling a problem no one has solved before, the last thing you need is people holding back their ideas or concerns because they’re afraid of looking foolish. Edmondson points out that when team members withhold their thoughts—maybe they noticed a potential flaw or have an unconventional solution—the entire team misses out on insights that could prevent failures or spark breakthroughs. Open communication means you can raise questions, share half-baked ideas, and point out potential problems without fear of being shot down.

This openness creates an environment where people can learn from each other and experiment together. Edmondson observes that while individuals are constantly learning, this learning doesn’t...

Teaming Summary How Can Leaders Enable Teaming?

Leaders aren’t just passengers in the teaming process—they’re essential architects of environments where collaboration thrives across traditional divides. As Edmondson emphasizes, your leadership approach can either strengthen or dissolve the boundaries that separate people in organizations.

She explains that when you’re leading a teaming effort, it’s important to focus on creating connections by establishing compelling goals that matter more than departmental turf wars. Cultivate genuine curiosity about different perspectives and model this openness yourself—after all, your team will follow your lead in how they respond to unfamiliar viewpoints. Provide clear guidelines for how people should work together across boundaries, reducing the anxiety that often comes with cross-functional collaboration. Perhaps most importantly, help everyone recognize the value in different ways of thinking and areas of expertise, creating an appreciation for the diverse mental models that each person brings to the table.

Beyond Boundaries: The Moral Dimension of Leadership

When leaders facilitate collaboration across organizational boundaries, they face more than just logistical...

Shortform Exercise: Design a Teaming Process for an Upcoming Challenge

Effective teaming requires deliberately bringing together the right expertise and creating conditions for collaboration. This exercise helps you apply Edmondson’s four-step learning process to a challenge you’re facing.

Identify a complex challenge your organization needs to address that would benefit from teaming.