aller au contenu
Knowledge for action : a guide to overcoming barriers to organizational change Aperçu de cet ouvrage
FermerAperçu de cet ouvrage
Vérifiant…

Knowledge for action : a guide to overcoming barriers to organizational change

Auteur : Chris Argyris
Éditeur : San Francisco : Jossey-Bass, ©1993.
Collection : Jossey-Bass management series.; Jossey-Bass social and behavioral science series.
Édition/format :   Livre : Anglais : 1st edVoir toutes les éditions et tous les formats
Base de données :WorldCat
Résumé :
"The landmark book Action Science introduced a revolutionary theory of Organizational inquiry that demonstrated ways to solve problems, enhance human development and learning, and promote individual, organizational, and social change. Now, Chris Argyris translates the powerful theoretical approach presented in that work into practical advice for researchers and managers." "Knowledge for Action presents a  Lire la suite...
Évaluation :

(pas encore évalué) 0 avec des critiques - Soyez le premier.

Sujets
Plus comme ceci

 

Trouver un exemplaire en ligne

Liens vers cet ouvrage

Trouver un exemplaire dans la bibliothèque

&AllPage.SpinnerRetrieving; Recherche de bibliothèques qui possèdent cet ouvrage...

Détails

Genre/forme : Handbooks, manuals, etc
Guides, manuels, etc
Format – détails additionnels : Online version:
Argyris, Chris, 1923-
Knowledge for action.
San Francisco : Jossey-Bass, ©1993
(OCoLC)655607508
Type d’ouvrage : Ressource Internet
Format : Livre, Ressource Internet
Tous les auteurs / collaborateurs : Chris Argyris
ISBN : 1555425194 9781555425197
Numéro OCLC : 27066954
Description : xviii, 309 pages ; 24 cm.
Contenu : Ineffective learning in organizations --
Defensive routines that limit learning --
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 --
Explosive relationships: stopping button pushing --
Mistrust: overcoming resentment and rebuilding trust --
New team leadership: managing the clash of expectations and needs --
CEO's performanace 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.
Titre de collection : Jossey-Bass management series.; Jossey-Bass social and behavioral science series.
Autres titres : Guide to overcoming barriers to organizational change.
Responsabilité : Chris Argyris.
Plus d’informations :

Résumé :

"The landmark book Action Science introduced a revolutionary theory of Organizational inquiry that demonstrated ways to solve problems, enhance human development and learning, and promote individual, organizational, and social change. Now, Chris Argyris translates the powerful theoretical approach presented in that work into practical advice for researchers and managers." "Knowledge for Action presents a step-by-step description of how to assess an organization's capacity to learn, analyze the data, and design and implement effective interventions that help create a more dynamic and innovative organization. Argyris demonstrates how his proven research methods produce actionable knowledge - knowledge that tests the validity of the research methods themselves when used in day-to-day operations - and calls for a genuine partnership between professionals and researchers both to implement the research properly and to test its results in everyday life." "Using a detailed case study of a professional service organization, Argyris illustrates how to reduce counterproductive politics and implement change from the top down. Drawing from interviews with and observations of top management, he shows how to identify and correct defensive routines and political problems that occur in organizations. By presenting transcripts of actual discussions, the author reveals how previously "undiscussable" problems can be resolved and how adversarial relationships can be turned into productive partnerships. He includes checklists, charts, and scoring procedures that researchers and line managers can use to make lasting changes to the status quo."--Jacket.

Critiques

Critiques d’utilisateurs
Récupération des critiques de GoodReads...
Récuperation des critiques DOGObooks…

Tags

Soyez le premier.

Ouvrages semblables

Confirmez cette demande

Vous avez peut-être déjà demandé cet ouvrage. Veuillez sélectionner OK si vous voulez poursuivre avec cette demande quand même.

Données liées


<http://www.worldcat.org/oclc/27066954>
library:oclcnum"27066954"
library:placeOfPublication
library:placeOfPublication
rdf:typeschema:MediaObject
rdf:typeschema:Book
rdfs:seeAlso
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:about
schema:bookEdition"1st ed."
schema:copyrightYear"1993"
schema:creator
schema:datePublished"1993"
schema:exampleOfWork<http://worldcat.org/entity/work/id/497612637>
schema:genre"Handbooks, manuals, etc."@en
schema:inLanguage"en"
schema:isPartOf
schema:name"Knowledge for action : a guide to overcoming barriers to organizational change"@en
schema:publication
schema:publisher
schema:reviews
rdf:typeschema:Review
schema:itemReviewed<http://www.worldcat.org/oclc/27066954>
schema:reviewBody""The landmark book Action Science introduced a revolutionary theory of Organizational inquiry that demonstrated ways to solve problems, enhance human development and learning, and promote individual, organizational, and social change. Now, Chris Argyris translates the powerful theoretical approach presented in that work into practical advice for researchers and managers." "Knowledge for Action presents a step-by-step description of how to assess an organization's capacity to learn, analyze the data, and design and implement effective interventions that help create a more dynamic and innovative organization. Argyris demonstrates how his proven research methods produce actionable knowledge - knowledge that tests the validity of the research methods themselves when used in day-to-day operations - and calls for a genuine partnership between professionals and researchers both to implement the research properly and to test its results in everyday life." "Using a detailed case study of a professional service organization, Argyris illustrates how to reduce counterproductive politics and implement change from the top down. Drawing from interviews with and observations of top management, he shows how to identify and correct defensive routines and political problems that occur in organizations. By presenting transcripts of actual discussions, the author reveals how previously "undiscussable" problems can be resolved and how adversarial relationships can be turned into productive partnerships. He includes checklists, charts, and scoring procedures that researchers and line managers can use to make lasting changes to the status quo."--Jacket."
schema:workExample
wdrs:describedby

Content-negotiable representations

Fermer la fenêtre

Veuillez vous identifier dans WorldCat 

Vous n’avez pas de compte? Vous pouvez facilement créer un compte gratuit.