Knowledge for Action A Guide to Overcoming Barriers to Organizational Change

ISBN-10: 1555425194

ISBN-13: 9781555425197

Edition: 1993

Authors: Chris Argyris
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Description: 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.

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Book details

List price: $70.00
Copyright year: 1993
Publisher: John Wiley & Sons, Incorporated
Publication date: 4/15/1993
Binding: Hardcover
Pages: 336
Size: 6.25" wide x 9.75" long x 1.25" tall
Weight: 1.298
Language: English

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.

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
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