Knowledge for Action

A Guide to Overcoming Barriers to Organizational Change
1. Auflage 1993
ISBN: 978-1-55542-519-7
Verlag: Wiley

Buch, Englisch, 336 Seiten, Format (B × H): 157 mm x 235 mm, Gewicht: 693 g

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.

Autoren/Hrsg.

Argyris, Chris

Inhaltsverzeichnis

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 andNeeds.

CEO's Performance Review: Getting Feedback from Below.

Managing Exchanges That Could Go Ballistic: Discussing andCorrecting Out-of-Control Routines.

Conclusion: A Model for Change and Improvement.

Appendix: Design Causality: Explaining, Acting On, and IntegratingDiverse Perspectives.

Über Autor(innen)

CHRIS ARGYRIS is James Bryant Conant professor of organizational behavior in the graduate schools of business and education at Harvard University. His previous Jossey-Bass books include Action Science (with Robert Putnam and Diana McLain Smith, 1985), and Theory in Practice (with Donald A. Schojn, 1974).