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| Author: | Cannon. M.D. Edmondson, A.C. |
| Title: | Confronting failure: antecedents and consequences of shared beliefs about failure in organizational work group |
| Journal: | Journal of Organizational Behavior
2001 : VOL.22. SPECIAL ISSUE, p. 161-177 |
| Index terms: | ORGANIZATIONAL LEARNING GROUPS COGNITIVE PROCESSES ORGANIZATIONAL BEHAVIOUR |
| Language: | eng |
| Abstract: | This paper contributes to a growing body of research on shared cognition by examining shared beliefs about failure in organizational work groups. The authors argue that the ideal of organizational learning from failure is likely to be impeded by powerful psychological and organizational barriers to engaging in behaviors through which this can occur. They presents three hypothesis: 1) People hold tacit beliefs about appropriate responses to mistakes, problems and conflict, and these are shared within and vary between organizational work groups. 2) These shared beliefs vary in the extent to which they take a learning approach to failure -specifically in the extent to which they endorse identifying discussing and analysing mistakes, problems and conflicts. They hypothesize that effective coaching, clear direction and a supportive work context influence beliefs related to failure. 3) Beliefs about failure influence group performance. These hypotheses combine to suggest a theoretical model of antecedents and consequenxes of shared beliefs about failure in work groups. The paper presents empirical evidence from a recent field study to test the model and finds support for hypotheses. |
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