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On organizational learning

Author: Chris Argyris
Publisher: Malden, Mass. : Blackwell Business, 1999.
Edition/Format:   Print book : English : 2nd edView all editions and formats
Database:WorldCat
Summary:

Focusing on learning and organizational politics, this book addresses the key issues of: organizational learning and action science; organizational development and human resource activities; and  Read more...

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Document Type: Book
All Authors / Contributors: Chris Argyris
ISBN: 0631213082 9780631213086 0631213090 9780631213093
OCLC Number: 222417093
Description: 464 pages ; 25 cm
Contents: Introduction: The Evolving Field of Organizational Learning --
1. Making Sense of Limited Learning --
2. Tacit Knowledge and Management --
3. Why Individuals and Organizations have Difficulty in Double-loop Learning --
4. Crafting a Theory of Practice: The Case of Organizational Paradoxes --
5. Today's Problems with Tomorrow's Organizations --
6. Teaching Smart People How to Learn --
7. A Leadership Dilemma: Skilled Incompetence --
8. Organizational Learning and Management Information Systems --
9. Strategy Implementation: An Experiment in Learning --
10. How Strategy Professionals Deal with Threat: Individual and Organizational --
11. The Dilemma of Implementing Controls: The Case of Managerial Accounting --
12. Human Problems with Budgets --
13. Bridging Economics and Psychology: The Case of the Economic Theory of the Firm --
14. Good Communication that Blocks Learning --
15. Reasoning, Action Strategies, and Defensive Routines: The Case of OD Practitioners. 16. Inappropriate Defenses against the Monitoring of Organization Development Practice --
17. Do Personal Growth Laboratories Represent an Alternative Culture? --
18. Actionable Knowledge: Design Causality in the Service of Consequential Theory --
19. Field Theory as a Basis for Scholarly Consulting --
20. Unrecognized Defenses of Scholars: Impact on Theory and Research --
21. Seeking Truth and Actionable Knowledge: How the Scientific Method Inhibits Both --
22. Problems and New Directions for Industrial Psychology --
23. The Incompleteness of Social-Psychological Theory: Examples from Small Group, Cognitive Consistency, and Attribution Research --
24. Dangers in Applying Results from Experimental Social Psychology --
25. Making Knowledge More Relevant to Practice: Maps for Action --
26. Participatory Action Research and Action Science Compared --
27. Some Unintended Consequences of Rigorous Research.
Responsibility: Christ Argyris.

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