Teaming is broken into three parts so that leaders and practitioners can easily find the topics or the core activities that fuel teaming efforts. Part One answers basic questions around teaming, such as: How does it work? What does it take for people to learn how to team? What do people do when teaming? How does teaming produce organizational learning? Part Two looks at four leadership actions that enable teaming and learning, providing  an up-close look at how people work together in a wide variety of organizational contexts. Part Three shows how to implement teaming on an organizational level and offers three case studies that examine different potential learning outcomes, including process improvement, problem solving, and innovation. The book also includes: Exhibits and bulleted lists containing critical strategies, definitions, and distinctions Tables outlining specific leadership strategies that reflect best practices assembled through decades of extensive research Sidebars that add context to salient ideas and provide additional resources  Vignettes and real-world examples that help illustrate key lessons and stimulate reflection Chapter-ending summary sections to help readers review critical concepts