Publication Date

2011

Abstract

The goal of the current chapter is to examine the emergence, consequences, and management of errors in teams. We begin by discussing the origin and emergence of errors in teams. We argue that errors in teams can originate at both the individual and collective level and suggest this distinction is important because it has implications for how errors propagate within a team. We then consider the paradoxical effects of errors on team performance and team learning. This discussion highlights the importance of error management in teams so that errors can prompt learning while at the same time mitigating their negative consequences. Thus, we focus significant attention on the challenge of error prevention and error management in teams and highlight numerous factors that can influence these processes. We conclude the chapter with a discussion of important research gaps and outline an agenda for future work in this area.

Comments

Required Publisher Statement
© Routledge. Final version published as: Bell, B. S., & Kozlowski, S. W. J. (2011). Collective failure: The emergence, consequences, and management of errors in teams. In D. A. Hoffman & M. Frese (Eds.), Errors in organizations (pp. 113-141). New York: Routledge. Reprinted with permission. All rights reserved.

Suggested Citation
Bell, B. S., & Kozlowski, S. W. J. (2011). Collective failure: The emergence, consequences, and management of errors in teams[Electronic version]. Retrieved [insert date], from Cornell University, School of Industrial and Labor Relations site: http://digitalcommons.ilr.cornell.edu/articles/929