Article ID: | iaor20062514 |
Country: | United States |
Volume: | 13 |
Issue: | 2 |
Start Page Number: | 128 |
End Page Number: | 146 |
Publication Date: | Mar 2002 |
Journal: | Organization Science |
Authors: | Edmondson Amy C. |
Keywords: | learning |
This paper considers the role of team learning in organizational learning. I propose that a group-level perspective provides new insight into how organizational learning is impeded, hindering effective change in response to external pressures. In contrast to previous theoretical perspectives, I suggest that organizational learning is local, interpersonal, and variegated. I present data from an exploratory study of learning processes in 12 organizational teams engaged in activities ranging from strategic planning to hands-on manufacturing of products. These qualitative data are used to investigate two components of the collective learning process – reflection to gain insight and action to produce change – and to explore how teams allow an organization to engage in both radical and incremental learning, as needed in a changing and competitive environment. I find that team members' perceptions of power and interpersonal risk affect the quality of team reflection, which has implications for their team's and their organization's ability to change.