$50,000 - $100,000
Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School. She studies teaming, psychological safety and organizational learning, and her articles have been published in numerous academic and management outlets, including Administrative Science Quarterly, Academy of Management Journal, Harvard Business Review and California Management Review. Her most recent book, “The Fearless Organization,” offers a practical guide for organizations serious about success in the modern economy and has been translated into 11 languages.
Professor Edmondson was named the 2021 Champion of Talent Development by the Association of Talent Development (ATD). Her prior books – “Teaming: How Organizations Learn, Innovate and Compete in the Knowledge Economy”, “Teaming to Innovate” , and “Extreme Teaming” – explore teamwork in dynamic organizational environments. In “Building the Future: Big Teaming for Audacious Innovation” , she examines the challenges and opportunities of teaming across industries to build smart cities.
Professor Edmondson is widely known for her brilliant work in leadership influences on learning, collaboration, and innovation in teams and organizations. Her innovative field-based approach includes research in contexts ranging from health care delivery and manufacturing to space exploration. One stream of her work has shown the effects of leadership behavior and a safe psychological climate on patient safety in hospitals while other streams have investigated management team practices that promote effective decision-making and organizational learning.
Professor Edmondson is a respected and beloved speaker and consultant to corporations, government entities, and nonprofit organizations worldwide. She typically receives the highest audience evaluations with clients often adding that she changed their thinking and was the best speaker they had ever engaged.
Edmondson received her PhD in organizational behavior, AM in psychology and AB in engineering and design from Harvard University. Before her academic career, she was Director of Research at Pecos River Learning Centers, where she worked on transformational change in large companies, and in the early 1980s, she worked as Chief Engineer for the legendary architect/inventor Buckminster Fuller.
For additional information on Amy Edmondson, please contact Executive Speakers Bureau 901.754.9404.
Want to Vastly Improve Your Organization? Make It Fearless
When looking to improve operations, organizational leaders have a powerful tool at their disposal, more valuable than focus groups and surveys combined: their employees. Leaders just need to nurture an environment where employees feel safe and empowered to share their thoughts, point out problems and, ultimately, be more innovative. For over 20 years, Harvard Business School Professor Amy Edmondson has been studying how workplace behaviors affect performance. Her research confirms that organizations that create paths for speaking up are more effective in dealing with challenges of every kind, and markedly improve performance across the board, including the bottom line. Edmondson calls this an environment of psychological safety, and when working with firms to identify barriers to success that are often hidden inside a workplace culture, she employs the well-researched methodologies outlined in her bestselling 2018 book, “The Fearless Organization.” Through keynotes, workshops and confidential advisory meetings, Edmondson teaches organizations how to continuously improve performance by fostering a culture of psychological safety in which problems can be identified and addressed in an atmosphere of learning, cooperation and teamwork.
Teaming Toward Innovation Breakthroughs
In today’s fast-moving, 24/7 business world, people are increasingly – especially in the COVID-19 era – working with off-site team members, many of whom are located across towns, countries and time zones, and often tackling projects on the fly. Some may even speak other languages, use unfamiliar terms and have completely different value systems. In the context of her work with major firms, Harvard Business School professor Amy Edmondson views teaming as a verb, an activity that happens when disparate stakeholders come together to create, innovate, solve problems and make decisions, usually around complex projects with many moving parts and high-pressure deadlines. During her 20-plus years studying workplace behaviors, Edmondson has developed and implemented successful teaming methodologies built around such factors as open-mindedness, humility, curiosity and willingness to listen, learn quickly and take risks. Through workshops, keynotes and advisory meetings, she teaches leaders and team members at organizations how to use these tools to “team” more effectively, efficiently, creatively and cooperatively in order to improve individual and organizational performance.
Leading Through Crisis: Leveraging Teaming to Solve Problems and Innovate
In 2016, Harvard Business School Professor Amy Edmondson co-authored a now prescient book called “Building the Future: Big Teaming for Audacious Innovation.” The themes she covers are even more relevant today as organizations often must use cross-sector collaboration to reframe operations in response to the COVID-19 crisis. In this talk, Edmondson discusses the value of successful teaming in a crisis and shares methods and exercises she’s developed during her more than 20 years of research into workplace behaviors and learning to help bridge the “culture clash” that frequently thwarts collaboration among diverse experts. Edmondson sees leadership as extremely critical during a crisis, pointing out that successful changes do not and will not happen spontaneously. During her keynotes, workshops and advisory meetings, she shares concrete tools leaders and their teams can use to innovate when faced with disruption so they can envision and create a more robust future.
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