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Introduction The Organization of the Book
A Framework for Organizational Learning
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ambiguity assumptions become behavioral world camouflage Carlos Carlos's clients conditions for error conflict confront consultant Cordiner corporate correct error create criteria decentralization decision described detect and correct deutero deutero-learning diagnosis difficult dilemmas discussion division double binds double-loop learning effective embedded environment espoused theory example existing factors faculty feelings focus Gregory Bateson Hence incongruity individuals inhibiting loops interaction intergroup internal intervenors intervention intervention theory interventionists invent issues meeting ment Model I theories-in-use Model O-I nizational norms O-I learning system O-II orga organization organization's organizational dialectic organizational inquiry organizational learning organizational memory organizational theory organizational theory-in-use participants perspective policies predict presidents problem produce questions reinforce relationships requirements responsibility Roberto single-loop learning staff strategies structure subordinates surface task teacher tend theory of action tion tional tive top management undiscussable unilateral