Knowledge for action: a guide to overcoming barriers to organizational change
Must reading for academics and executives alike. Leading business scholar Chris Argyris helps readers understand why individuals and organizations are unable to learn from their action, then presents the steps that must be taken to change.
2 pages matching directly observable data in this book
Results 1-2 of 2
What people are saying - Write a review
We haven't found any reviews in the usual places.
Uncovering Roadblocks to Improvement
Defensive Routines That Limit Learning
Diagnosing and Intervening
13 other sections not shown
action map action strategies agree anti-learning Argyris asked attri attributions behavior believe Bill bypass case-team leader causes CEO's CHRIS ARGYRIS clients concept of causality consequences consistent with Model consultants conversation counterproductive cover-up crafted create David deal described design causality develop directly observable data directors discussion Donald Schon double binds double-loop learning effective embarrassment or threat espoused evaluations example experiments explain feedback session feel firm going governing values Greg group dynamics illustrate implement individuals inferences inhibit intended Intervener issues John Larry lead learning organization Lindon managers meeting memo Middleco CEO Mill's methods Model II actions organization organizational defensive pattern organizational defensive routines organizational learning participants positivists predictions processes produce actionable knowledge relationship relatively directly observable responsibility skills Steve tap dance theory of action theory-in-use things tional tions understand undiscussable upset validity variables views wicked problems