KARL MOORE -- This is Karl Moore of the Desautels Faculty of Management at McGill University, Talking Management for The Globe and Mail. Today I am delighted to speak, once again, to Amy Edmondson who is a professor at the Harvard Business School. Amy, you have talked for the last few years about teaming, in fact you have a new book out. What are some of the key things we have learned about teaming and why do you call it teaming? AMY EDMONDSON -- So my book, Teaming: How Organizations Learn, Innovate and Compete in the Knowledge Economy , came out in April and I talk about teaming because the requirement for people in organizations to collaborate across disciplines, across distances, often across hierarchical levels, and even across organizations, is greater then it ever was. And the ability to get stable teams that are well designed, put in place, that are going to learn to practice and work together well for the long term is less and less clear. So, in other words, we need to do a great deal of teaming, we need to collaborate across all these groups to get most of the complicated work done that needs to be done. We rarely have the luxury of stable team structures of people who work together for a long period of time and get good at doing that. KM -- So it's no longer about my team that I have been on for years, that we go out together