6 Three Perspectives on Team Learning

Barriers and facilitators related to the implementation of surgical safety checklists: a systematic review of the qualitative evidence

“…A promising approach to deal with the difficulties associated with changing routines can be found in team learning 83. Successful implementers used enrolment to motivate the team, designed preparatory practice sessions and early trials to create psychological safety (ie, a shared belief that the team is safe for interpersonal risk taking) and encourage new behaviours, and thus promote shared meaning and process improvement through reflective practices 83 84…”

Employees' self‐efficacy and perception of individual learning in teams: The cross‐level moderating role of team‐learning behavior

“…Studies have found a relationship between learning and team outcomes (e.g., Ellis, Bell, Ployhart, Hollenbeck, & Ilgen, ; Kukenberger, Mathieu, & Ruddy, ; Swezey & Salas, ). Employees' perception of individual learning is the pivotal psychological and behavioral mechanism through which individuals and organizations acquire the knowledge and skills needed to gain a competitive advantage (Campion et al, ; Marks et al, ; Noe et al, ), and theorists have emphasized the importance of employees' perception of individual learning within a team context and its benefits for organizations (e.g., Edmondson et al, ; Lewin, ). Future research should further examine how employees' perception of individual learning influences team effectiveness.…”

“…Theorists have emphasized the importance of employees' perception of individual learning within a team context and its benefits for organizations (e.g., Edmondson, Dillon, & Roloff, ; Lewin, ). Boyatzis () found that facilitating learning in individuals was positively related to gross margin and total revenues generated in a professional services firm.…”

Group and Team Coaching: The Essential Guide by Christine Thornton

“…I could not agree more. Research in organizational psychology on team psychological safety and team learning supports this premise and the importance of such processes in team innovation and performance (Bunderson & Sutcliffe, 2003; Edmondson, 1999; Edmondson, Dillon, & Roloff, 2007). Unfortunately, links between the author's premises in Chapter 1 and group coaching strategies in the latter part of the book are not explicitly articulated or expounded upon, leaving the reader to wonder exactly how the coaching strategies might be specifically applied to enable groups to “engage honestly with the real challenges.”…”

“…The author maintains that factors such as connectedness and belonging, interpersonal learning, competition, and idealization are all important factors that influence learning and change. This chapter would have benefited from the extensive base of empirical research in organizational psychology on the antecedents of team learning (Argote, Gruenfeld, & Naquin, 1999; Edmondson, 1999; Edmondson et al, 2007; Wilson, Goodman, & Cronin, 2007) to supplement the author's sole theorizing on such factors.…”