Overcoming Organizational Defenses: Facilitating Organizational LearningOrganizational defences that exist in most organizations can inhibit organizational performance. This book shows how to diagnose the organization to expose the weaknesses. Each chapter contains advice about how to reduce organizational defences to bring about improved involvement and performance. |
Contents
Puzzles | 1 |
How Defensive Reasoning and Actions Get Played | 14 |
Skilled Unawareness and Incompetence | 21 |
Copyright | |
14 other sections not shown
Other editions - View all
Overcoming organizational defenses: facilitating organizational learning Chris Argyris No preview available - 1990 |
Common terms and phrases
action map advice agreed asked attributions become began behavior believe cabinet causes CEO's chapter clients commission commitment model conclusions consequences consultants corporate counterproductive cover create David Stockman deal defensive reasoning described designed develop diagnosis dilemma discuss divisional Donald Regan Donald Schon double bind effective embarrassment or threat employees errors espoused example fancy footwork feel forgetting curve Harvard Business School human resources ideas implementation important individuals issues learning levels line managers managerial mediocre meetings ment Morton Thiokol OD professionals organization organizational defensive pattern organizational defensive routines participants partners performance personnel players policies president problems produce professionals programs question reactions redesign reduce reinforce require responsibility Robert Putnam routines and fancy self-sealing sense session sive skilled incompetence social virtues solve Stockman strategy subordinates superiors supervisors tell tence theory-in-use threatening tion tive top management unaware undiscussable upset VPHR