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Chris Argyris: theories of action, double-loop learning and organizational learning – infed.org
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This question eventually led O’Brien to Chris Argyris, whose writings resonated with Hanover’s managers’ experience. Argyris’s “action science,” offered theory and method for examining “the reasoning that underlies our actions.”9 Teams and organizations trap themselves, he says, in “defensive routines” that insulate our mental models from examinati
... See morePeter M. Senge • The Fifth Discipline: The Art & Practice of The Learning Organization
This question eventually led O’Brien to Chris Argyris, whose writings resonated with Hanover’s managers’ experience. Argyris’s “action science,” offered theory and method for examining “the reasoning that underlies our actions.”9 Teams and organizations trap themselves, he says, in “defensive routines” that insulate our mental models from examinati
... See morePeter M. Senge • The Fifth Discipline: The Art & Practice of The Learning Organization
In a classic 1994 Harvard Business Review article, Chris Argyris criticized “good communication that blocks learning,” arguing that formal communication mechanisms like focus groups and organizational surveys in effect give employees mechanisms for letting management know what they think without taking any responsibility for problems and their role
... See morePeter M. Senge • The Fifth Discipline: The Art & Practice of The Learning Organization
As Argyris also says, defensive routines are “self-sealing”—they obscure their own existence. This comes in large measure because we have society-wide norms that say that we should be open and that defensiveness is bad. This makes it difficult to acknowledge defensive routines, even if we know that we are being defensive. If Tabor’s corporate super
... See morePeter M. Senge • The Fifth Discipline: The Art & Practice of The Learning Organization
As Argyris also says, defensive routines are “self-sealing”—they obscure their own existence. This comes in large measure because we have society-wide norms that say that we should be open and that defensiveness is bad. This makes it difficult to acknowledge defensive routines, even if we know that we are being defensive. If Tabor’s corporate super
... See morePeter M. Senge • The Fifth Discipline: The Art & Practice of The Learning Organization
In a classic 1994 Harvard Business Review article, Chris Argyris criticized “good communication that blocks learning,” arguing that formal communication mechanisms like focus groups and organizational surveys in effect give employees mechanisms for letting management know what they think without taking any responsibility for problems and their role
... See morePeter M. Senge • The Fifth Discipline: The Art & Practice of The Learning Organization
When people have the right attitudes and commitment, learning automatically follows. So companies focus on creating new organizational structures—compensation programs, performance reviews, corporate cultures, and the like—that are designed to create motivated and committed employees. But effective double-loop learning is not simply a function of h
... See moreChris Argyris • Teaching Smart People How to Learn (Harvard Business Review Classics)
As long as efforts at learning and change focused on external organizational factors—job redesign, compensation programs, performance reviews, and leadership training—the professionals were enthusiastic participants. Indeed, creating new systems and structures was precisely the kind of challenge that well-educated, highly motivated professionals th
... See more