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. |
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Overcoming organizational defenses: facilitating organizational learning Chris Argyris No preview available - 1990 |
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advice agreed asked attributions aware become behavior believe bypass and cover cabinet causes chapter clients commission commitment model conclusions consequences consistent with Model consultants corporate counterproductive cover-up create David Stockman deal defensive reasoning described develop diagnosis dilemma discussion divisional Donald Regan Donald Schon double bind effective embarrassment or threat employees espoused example fancy footwork feel forgetting curve Harvard Business School human resources ideas implement important individuals issues learning levels line managers malaise managerial mediocre meetings ment OD professionals organization organizational defensive pattern organizational defensive routines participants partners performance personnel players policies president problems produce programs question reactions redesign reduce reinforce require responsibility routines and fancy self-sealing sense session sive skilled incompetence social virtues solve Stockman strategy professionals subordinates superiors tell tence theory-in-use threatening tion tive top management unaware undiscussable upset valid views VPHR