This text draws together the work on organizational learning done over many years by Chris Argyris (a management thinker and educationalist). It should be useful for anyone who needs to understand how organizations work, evolve and learn. The themes of how organizations learn and how organizational politics function define the continuing importance and relevance of the key issues which the pieces in the book address: organizational learning and action science; organizational effectiveness and what inhibits it; organizational development and human resource activities; and useable knowledge and how it is inhibited. The author focuses on the defensive and protective processes which block organizations from learning and demonstrates the alternatives created by scientific investigation.
Sprache
Verlagsort
Verlagsgruppe
Zielgruppe
Für höhere Schule und Studium
Für Beruf und Forschung
Maße
Höhe: 229 mm
Breite: 152 mm
ISBN-13
978-0-631-19607-5 (9780631196075)
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Schweitzer Klassifikation
PART I: Organizational Defences 1. Why Individuals and Organizations have Difficulty in Double-Loop Learning 2. Crafting a Theory of Practice 3. Today's Problems with Tomorrow's Organizations 4. Teaching Smart People to Learn. Part II: Inhibiting Organizational Learning and Effectiveness 1. MIS: The Challenge to Rationality and Emotionality 2. Strategy Implementation: An Experiment in Learning 3. How Strategy Professionals Deal with Threat 4. The Dilemma of Implementing Control 5. Human Problems with Budgets 6. Bridging Economics and Psychology: The Case of the Economic Theory of the Firm. Part III: The Counterproductive Consequences of Organizational Development and Human-Resource Activities 1. Reasoning, Action Strategies and Defensive Routines 2. On Monitoring Practice 3. Do Personal Growth Laboratories Represent an Alternative Culture? Part IV: The Inhibition of Valid and Useable Information from the Correct Use of Normal Science 1. Seeking Truth and Actionable Knowledge 2. Problems and New Directions for Industrial Psychology 3. The Incompleteness of Social Psychology Theory 4. Dangers in Applying Results from Experimental Social Psychology 5. Making Knowledge more Relevant to Practice 6. Participant Action Research and Action Science 7. The Unintended Consequences of Rigorous Research.
