Edmondson, A. (2016, June). Wicked problem solvers: Lessons from successful cross-
industry teams. Harvard Business Review, 94(6), 52.
Cross-industry teams are pervasive in most work environments; each participant has their own understanding of their organization’s values, their own responsibilities, and how these translate into actions. When individuals act as disparate parts instead of as one organized team, success is less likely. Various cross-industry innovation projects were studied, and leaders who are able to create vision that is flexible, enable psychological safety, facilitate the sharing of expertise, and promote execution as learning had successful outcomes. Flexible vision requires that project values be explicitly named and worked towards, that input is requested and change is celebrated. Psychological safety necessitates addressing the anxiety that is often present about potential failure by acknowledging that risk taking (and failure) are normal, reducing legal concerns by clarifying the context, and organizing or supporting socializing activities with team members. The sharing of expertise requires team members to have an awareness of the value of collaboration to their own industry and work, and in-person (or face-to-face) interaction is necessary to this end. Execution as learning involves valuing the testing of prototypes in order to find solutions and embracing changes that are the result of new learning.
This study and its summation surfaced strategies to address anxiety created during times of intense change. As roles and responsibilities shift in my workplace, asking questions that alleviate concerns about legal or trial and error repercussions can be helpful in creating a larger degree of safety among colleagues.
LO2: demonstrate the ability to assess complex organizational environments and achieve communication goals.
LO3: address complex challenges by collaboratively leading teams across disciplines, distances, and sectors.
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