Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change
| Author | : | |
| Rating | : | 4.67 (760 Votes) |
| Asin | : | 1555425194 |
| Format Type | : | paperback |
| Number of Pages | : | 336 Pages |
| Publish Date | : | 2015-07-01 |
| Language | : | English |
DESCRIPTION:
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.. Must reading for academics and executives alike
"The one book to read on ending office politices" according to A Customer. Argyris cuts to the heart of why organizations go wrong with a combination of passion and precision. Several authors who have written about effective teams and organizations such as Peter Senge and Gerald (Jerry) Weinberg regard Argyris's work quite highly, and rightly so. While other authors talk about and round the problems and issues, Argyris creates models which show not just what people do, but how they think. Other books in the field of Organizational Design that I have looked at appear dry as dust next to Argris. Readers should be cautioned, however, that Ar. Another attempt for racionality behind human behavior I must confess I do not have psychological background. From my humble point of view, all books like this, look at "the good and rational background" of people. They have the premise that all the staff is doing their best but "strange forces" makes them not to get the optimum for the organization. So, the goal is overcoming those refraining forces. I do believe that behavior of people is headed for their own rational interest which is not always the best for the company. In adition, we are looking for rationality in behavior which is only part of the truth. Is not e. solid material, hard to apply Rezensent Argyis' books are not an easy read. The same applies to this one. Being a researcher he invests a lot in trying to appear scientific. However, the material is still based on real-life examples, one specific example dealing with a group of executives who try to apply the principles of organizational learning to their new company.Some of the ocnversations appear rather artificial in terms of the communication style and verbiage used. I have never heard anyone talk like that in real life.The whole approach appears somewhat idealistic and hardly applicable to real life
No executive who desires his organization to improve and learn continuously, or academic who wants to develop usable as opposed to merely useful theory, can do so without understanding the message of this book." (Michael Beer, professor of business administration, Harvard Business School) . Chris Argyris once again demonstrates that he is the leading scholar in helping us understand why individuals and organizations are unable to learn from their actions and what steps must be taken to develop this essent