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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.

Tabla de contenidos provista por Syndetics

• Uncovering Roadblocks to Improvement
• Ineffective Learning in Organizations
• Defensive Routines That Limit Learning
• Diagnosing and Intervening in the Organization
• Step One: Interview and Observe the Players
• Step Two: Organize the Findings for Learning and Action
• Step Three: Conduct Meaningful Feedback Sessions
• Step Four: Facilitate the Change Seminar with Live Cases
• Using Key Learnings to Solve Problem Situations
• Explosive Relationships: Stopping Button Pushing
• Mistrust: Overcoming Resentment and Rebuilding Trust
• New Team Leadership: Managing the Clash of Expectations and Needs
• CEO's Performance Review: Getting Feedback from below
• Managing Exchanges That Could Go Ballistic: Discussing and Correcting Out-of-Control Routines
• Conclusion: A Model for Change and Improvement
• Appendix: Design Causality: Explaining, Acting On, and Integrating Diverse Perspectives

Notas de autor provistas por Syndetics

Chris Argyris was born in 1923. He holds an A.B in psychology from Clark University, an M.A. in psychology and economics from Kansas University, and a Ph.D in organizational behavior from Cornell University. He has taught at Yale University and at Harvard, where he currently is the James Bryand Conent professor in the graduate schools of business administration and education.

Argyris has written more than 20 books that aspire to enable readers to create organizations and deal with management and the changing face of the corporate world. Organizational Learning II : Theory, Method and Practice, Overcoming Organizational Defenses, and Integrating the Individual and the Organization are a few of his more notable titles.

(Bowker Author Biography)