Knowledge for Action: A Guide to Overcoming Barriers to Organizational ChangeWiley, 16.4.1993 - 336 sivua 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. |
Sisältö
Uncovering Roadblocks to Improvement | 13 |
Defensive Routines That Limit Learning | 49 |
Diagnosing and Intervening | 67 |
Tekijänoikeudet | |
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Yleiset termit ja lausekkeet
action map action strategies agree anti-learning Argyris asked attri attributions behavior believe Bill case-team leader causes CEO's CHRIS ARGYRIS clients concept of causality consequences consistent with Model consultants conversation counterproductive crafted create David deal decision described design causality develop directly observable data directors disconfirm discussion Donald Schön 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
Viitteet tähän teokseen
Profound Improvement: Building Capacity for a Learning Community Coral Mitchell,Larry Sackney Rajoitettu esikatselu - 2000 |
Handbook of Action Research: Participative Inquiry and Practice Peter Reason,Hilary Bradbury Esikatselu ei käytettävissä - 2001 |