Wyle: It's about taking time to define clear ities, set up support in time for reflection and really look beyond your specific focus or silo. And that third k characteristic, wi was a system's oriented culture. Wyle: There's a lot underlying these insights, but these are some of the essentials for high performing teams. You need the leadership, need the environment, and you need those processes and practices. All of them need to be alined in a way that supports people's willingness to speak up to, you know, discuss mistakes, to raise questions so that there is learning that occurs.
In this episode of Think Fast, Talk Smart, Sara Singer, a professor of organizational behavior (by courtesy) at Stanford Graduate School of Business and a professor of medicine at Stanford School of Medicine, sits down with lecturer Matt Abrahams to discuss the role of open communication in high-performing teams. “Learning requires leadership that reinforces learning, a supportive environment, including especially psychological safety, but also an appreciation for differences when you’re working with people of lots of different backgrounds, and openness to new ideas,” she says.
Connect: