Organizational Learning: A Theory of Action Perspective, Volume 1Organizational Learning II: Theory, Method, and Practice expands and updates the ideas and concepts of the authors' ground-breaking first book. Offering fresh innovations, strategies, and concise explanations of long-held theories, this book includes new alternatives for practitioners and researchers. Argyris and Schon address the four principle questions which cut across the two branches of the field of organizational learning. Why is an organization a learning venue? Are real-world organizations capable of learning? What kinds of learning are desirable? How can organizations develop their capability for desirable kinds of learning? With new examples and the most up-to-date information on the technical aspects of organization and management theory, Argyris and Schon demonstrate how the research and practice of organizational learning can be incorporated in today's business environment. |
Contents
Introduction The Organization of the Book | 1 |
What Facilitates or Inhibits Organizational Learning? | 30 |
Primary Loops and Limited Learning | 46 |
Copyright | |
9 other sections not shown
Other editions - View all
Common terms and phrases
ambiguity assumptions become behavioral world camouflage Carlos Carlos's clients conditions for error conflict confront consultant Cordiner corporate correct error create criteria decentralization decision described detect and correct deutero deutero-learning diagnosis difficult dilemmas discussion division double binds double-loop learning effective embedded environment espoused theory example existing factors faculty feelings Gregory Bateson Hence incongruity individuals inhibiting loops interaction intergroup internal intervenors intervention intervention theory interventionists invent issues ment Model I theories-in-use Model II Model O-I nizational norms O-I learning system O-II orga organization organization's organizational dialectic organizational inquiry organizational learning organizational memory organizational theory organizational theory-in-use participants perspective policies predict presidents problem produce questions reinforce relationships requirements responsibility Roberto single-loop learning staff strategies structure subordinates surface task teacher tend theory of action tion tional tive top management undiscussable unilateral