On Organizational Learning

by Argyris, Chris

• ISBN13: 9780631213093
• ISBN10: 0631213090
• Edition: 2nd
• Format: Paperback
• Copyright: 1999-06-18
• Publisher: Wiley-Blackwell

Summary

This book is essential for anyone who needs to understand how organizations work, evolve, and learn. In this new edition, Argyris discusses vital topics of management research, such as tacit knowledge and management, so reflecting the evolving field of organizational learning. Focusing on learning and organizational politics, the book addresses the key issues of: bull; bull;Organizational learning and Action Science. bull;Organizational effectiveness and what inhibits it. bull;Organizational development and human resource activities. bull;Usable knowledge and how it is inhibited.

Author Biography

Chris Argyris is the James B. Conant Professor, Graduate Business School, Harvard University.

Table of Contents

List of figures

List of tables

Acknowledgments

Preface

Introduction: The Evolving Field of Organizational Learning

Organizational Defences

Making Sense of Limited Learning

Tacit Knowledge and Management

Why Individuals and Organizations Have Difficulty in Double-Loop Learning

Creating a Theory of Practice: The Case of Organizational Paradoxes

Today's Problems with Tomorrow's Organizations

Teaching Smart People How to Learn

A Leadership Dilemma: Skilled Incompetence

Inhibiting Organizational Learning and Effectiveness

Organizational Learning and Management Information Systems

Strategy Implementation: An Experiment in Learning

How Strategy Professionals Deal with Threat: Individual and Organizational

The Dilemma of Implementing Controls: The Case of Managerial Accounting

Human Problems with Budgets

Bridging Economics and Psychology: The Case of the Economics Theory of the Firm

The Counterproductive Consequences of Organizational Development and Human Resource Activities

Good Communication That Blocks Learning

Reasoning, Action Strategies, and Defensive Routines: The Case of OD Practitioners

Inappropriate Defences Against The Monitoring of Organizational Development Practice

Do Personal Growth Laboratories Represent an Alternative Culture?

The Inhibition of Valid and Usable Information from the Correct Use of Normal Science

Actionable Knowledge: Design Causality in the Service of Consequential Theory

Field Theory as a Basis for Scholarly Consulting

Unrecognized Defences of Scholars; Impact on Theory and Research

Seeking Truth and Actionable Knowledge: How the Scientific Method Inhibits Both

Problems and New Directions for Industrial Psychology

The Incompleteness of Social-Psychological Theory: Examples from Small Group, Cognitive Consistency, and Attribution Research

Dangers in Applying Results from Experimental Social Psychology

Making Knowledge More Relevant to Practice: Maps for Action

Participatory Action Research and Action Science Compared

Some Unintended Consequences of Rigorous Research

Index

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