Team learning from mistakes : the contribution of cooperative goals and problem-solving

By Dean Tjosvold, Zi-you Yu, Chun Kit Hui. 2004

309 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/3af9213d160eef9a07f4742cec0638dfffbfd6ee

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In Management Science and Operations Research

In Social Psychology

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Citations in the corpus

6 Three Perspectives on Team Learning: Outcome Improvement, Task Mastery, and Group Process (2007, background): “In measures of team-learning behavior—the central variable in this work—we observed a trend of growing convergence as studies moved toward greater use of survey methods, but even here consistency (when the latent variable is in fact the same) would facilitate theory development (eg, the items in pr”
Humor and group effectiveness (2008, background): “Psychological safety at the group level has been defined as the ‘shared belief that the team is safe for interpersonal risk-taking’ (Edmondson, 1999: 354), and has been shown to be a key factor in learning in work groups (Edmondson, 1999, 2004; Tjosvold et al., 2004).”
Learning From Mistakes: How Mistake Tolerance Positively Affects Organizational Learning and Performance (2017, background): “…investigates performance at the individual or group level (N. Anderson & West, 1994; Cannon & Edmondson, 2001, 2005; Edmondson, 1996, 1999; Tjosvold et al., 2004), we support the research of Carmeli and Gittell (2009) by demonstrating that learning from mistakes has a direct impact on…”
CEO relational leadership and strategic decision quality in top management teams: The role of team trust and learning from failure (2012, background): “Learning involves a willingness to detect resemblances between past and current situations and their underlying causes and effects (Argyris and Schön, 1978; Tjosvold et al., 2004; Turner and Toft, 2006) or through a performance feedback gap (Argote and Greve, 2007).”
Social capital and innovation in R&D teams: the mediating roles of psychological safety and learning from mistakes (2013, unknown): “Learning from mistakes (LFM) in teams often includes recognizing that unanticipated, undesired effects have occurred, and reflecting on these experiences to reduce the possibility of their future occurrence (Cannon and Edmondson, 2001; Tjosvold et al., 2004).”
Antecedents and consequences of reflexivity in new product idea screening (2011, background): “Reflexivity in the screening stage allows teams to learn from previous experiences (Alam, 2006; Morgan and Brockman, 2003), errors (Tjosvold, Yu, and Hui, 2004) and to assess and adapt their methods and procedures.”
From orientation to behavior: The interplay between learning orientation, open-mindedness, and psychological safety in team learning (2019, background): “Team goals have been shown to promote open-mindedness when they are cooperative, which leads to improved problem solving on teams (Tjosvold et al., 2004)—though not always (de Dreu, 2007), leaving room for further research on its influence on team learning.”