Amy C. Edmondson > Quotes

“يأتي الابتكار لهؤلاء الذين يخفقون كثيرًا ويخفقون مبكرًا ص 22”
― Amy C. Edmondson, Teaming to Innovate

“تلعب العواطف دورًا في توليد الأفكار الإبداعية ص 30”
― Amy C. Edmondson, Teaming to Innovate

“Success is stumbling from failure to failure with no loss of enthusiasm.”
― Amy C. Edmondson, Right Kind of Wrong: The Science of Failing Well

“Once you start seeing systems—seeing connections between parts—you can begin to see ways to alter the most important systems in your life or organization to reduce unwanted failures and to promote greater innovation, efficiency, safety, or other valued outcomes.”
― Amy C. Edmondson, Right Kind of Wrong: The Science of Failing Well

“We cannot direct the wind, but we can adjust the sails! —Dolly Parton”
― Amy C. Edmondson, Right Kind of Wrong: The Science of Failing Well

“For knowledge work to flourish, the workplace must be one where people feel able to share their knowledge! This means sharing concerns, questions, mistakes, and half-formed ideas.”
― Amy C. Edmondson, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth

“Hierarchy (or, more specifically, the fear it creates when not handled well) reduces psychological safety.”
― Amy C Edmondson, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth

“To understand why psychological safety promotes performance, we have to step back to reconsider the nature of so much of the work in today's organizations. With routine, predictable, modular work on the decline, more and more of the tasks that people do require judgment, coping with uncertainty, suggesting new ideas, and coordinating and communicating with others. This means that voice is mission critical. And so, for anything but the most independent or routine work, psychological safety is intimately tied to freeing people up to pursue excellence.”
― Amy C. Edmondson, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth

“Finding out that you are wrong is even more valuable than being right, because you are learning.”
― Amy C. Edmondson, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth

“Cheating and covering up are natural by-products of a top-down culture that does not accept “no” or “it can't be done” for an answer. But combining this culture with a belief that a brilliant strategy formulated in the past will hold indefinitely into the future becomes a certain recipe for failure.”
― Amy C. Edmondson, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth

“إن الانفعالات تتيح لنا معرفة أننا نكترث بالمناقشة التي بين أيدينا، وأننا بحاجة إلى التمهل لكي نولي ما يجري بالغَ اهتمامنا ص 52”
― Amy C. Edmondson, Teaming to Innovate

“إن العمل الجماعي هو عملية يتم فيها جمع مهارات وأفكار من مجالات مختلفة معًا لإنتاج شيءٍ جديدٍ؛ شيء لا يستطيع فردٌ واحد القيامَ به بمفرده، ولا حتى مجموعة لها نفس مجال الخبرة - المقدمة”
― Amy C. Edmondson, Teaming to Innovate

“If you’re not failing, you’re not journeying into new territory.”
― Amy C. Edmondson, Right Kind of Wrong: The Science of Failing Well

“كلما زاد التنوع بين أفراد الفريق - في الخلفيات والمهارات والخبرة - زادت احتمالية النجاح، وزادت كذلك احتمالية حالات سوء الفهم والخلاف الإشكالي ص 54”
― Amy C. Edmondson, Teaming to Innovate

“الحذرُ هو الاستراتيجيةَ الفعلية لتجنُّبِ ارتكاب الأخطاء”
― Amy C. Edmondson, Teaming to Innovate

“العمل الجماعي ينطوي على تحدٍّ أكبر مما يبدو لأول وهلة ص 40”
― Amy C. Edmondson, Teaming to Innovate

“Perhaps most stunning thing about the VW emissions debacle is that it's by no means a singular event. The same script – unreachable target goals, a command-and-control hierarchy that motivates by fear, and people afraid to lose their jobs if they fail – has been repeated again and again. In part that's because it's a script that was useful in the past, when goals were reachable, progress directly observable, and tasks largely individually executed. Under those conditions, people could be compelled to reach them simply by fear and intimidation. The problem is that, in today's volatile, uncertain, complex, and ambiguous (VUCA) world, this is no longer a script that's good for business. Rather than success, it's a playbook that invites avoidable, and often painfully public, failure.”
― Amy C. Edmondson, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth

“Larry boiled Maultsby’s multistep practice of rational self-counseling down to this: Stop—Challenge—Choose. Stop means pause. Breathe. Get yourself ready to challenge your spontaneous, usually unhelpful, thinking. Is it rational? Is it promoting your health and helping you achieve your goals? If the answer is no, this is a signal to choose what Maxie would call a more rational response—a response that works better in helping you achieve your goals. It’s not about right or wrong. It’s about what helps you move forward.”
― Amy C. Edmondson, Right Kind of Wrong: The Science of Failing Well

“مهما كانت فكرة الخلاف الإبداعي جذَّابةً نظريٍّا، فمن الناحية التطبيقية إدارةُ الخلاف بفعالية أمرٌ عسير ص 51”
― Amy C. Edmondson, Teaming to Innovate

“In one study investigating employee experiences with speaking up, 85% of respondents reported at least one occasion when they felt unable to raise a concern with their bosses, even though they believed the issue was important.”
― Amy C. Edmondson

“تبدأ عملية الابتكار بطموح يستحق الجهد ص25”
― Amy C. Edmondson, Teaming to Innovate

“أن كثيرًا جدٍّا من الموظفين - حتى أكبر المسئولين - يعزفون عن إبلاغ رؤسائهم وزملائهم بالأخبار السيئة ص 77”
― Amy C. Edmondson, Teaming to Innovate

“نادرًا ما يحدث العمل الجماعي الفعَّال من تلقاء نفسه؛ إنه يتطلب بذل الجهد ص 19”
― Amy C. Edmondson, Teaming to Innovate

“أن معظم الأشخاص يعتبرون المعرفةَ التي تقع على الجانب الخاص بهم من الحدود مُسلَّمًا بها؛ وهذا يمكن أن يُصعِّب من عملية التواصل مع الأفراد على الجانب الآخر من الحدود، إلا أن العمل الجماعي في جوهره يتمحور حول تجاوُزِ مثل هذه الحدود، أو مدِّ جسور عبرها ص 43”
― Amy C. Edmondson, Teaming to Innovate

“Pause to challenge the automatic thoughts that cause you pain and embarrassment. Next, reframe those thoughts to allow you to choose learning over knowing. To look outward and find energy and joy from seeing what you missed. At the core of the reframing task lie the words we use to express our thoughts, privately and aloud. Am I failing, or am I discovering something new? Do I believe I should have done better—and I’m bad for not having done so—or do I accept what happened and learn as much as I can from it? Am I okay with the discomfort that comes with new experiences? Will I give myself permission to be human? Permission to learn?”
― Amy C. Edmondson, Right Kind of Wrong: The Science of Failing Well

“حتى يتعلَّم المديرون من تجاربهم بسرعة، عليهم أن يصيغوا عمدًا تجاربَهم المبكرة في شكل "اختبارات" فالاختبارات تنتج بيانات، والبيانات لا بد أن يُستفاد منها ص 72”
― Amy C. Edmondson, Teaming to Innovate

“Low levels of psychological safety can create a culture of silence. They can also create a Cassandra culture – an environment in which speaking up is belittled and warnings go unheeded.”
― Amy C Edmondson, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth

“The failure craze—the “fail fast, fail often” culture that wants us to embrace failure seemingly indiscriminately—takes inspiration from the intelligent failures inherent to innovation but risks glossing over the vast and varied failure landscape, which also includes basic and complex failure.”
― Amy C. Edmondson, Right Kind of Wrong: The Science of Failing Well

“What I hope is clear at this point is that you don't have to be the boss to be a leader. The leader's job is to create and nurture the culture we all need to do our best work. And so anytime you play a role in doing that, you are exercising leadership.”
― Amy C. Edmondson, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth

“Psychological safety is broadly defined as a climate in which people are comfortable expressing and being themselves. More specifically, when people have psychological safety at work, they feel comfortable sharing concerns and mistakes without fear of embarrassment or retribution. They are confident that they can speak up and won't be humiliated, ignored, or blamed. They know they can ask questions when they are unsure about something. They tend to trust and respect their colleagues. When a work environment has reasonably high psychological safety, good things happen: mistakes are reported quickly so that prompt corrective action can be taken; seamless coordination across groups or departments is enabled, and potentially game-changing ideas for innovation are shared. In short, psychological safety is a crucial source of value creation in organizations operating in a complex, changing environment.”
― Amy C. Edmondson, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth