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Die Autoren präsentieren in diesem Werk ihre bahnbrechenden Ideen zur lernenden Organisation. Dabei gehen sie von vier grundlegenden Fragen aus:  Wie muss eine Organisation gedacht werden, dass ihr die Fähigkeit zu lernen zugeschrieben werden kann?  Sind real existierende Organisationen lernfähig?  Welche Lernarten sind überhaupt wünschenswert?  Wie können Organisationen ihre Fähigkeit zu (wünschenswerten) Lernarten entwickeln?  Neben d...

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Theoretische Lernmodelle und Fallbeispiele aus der Praxis. Die Autoren vertiefen und erweitern in diesem Buch ihre bahnbrechenden Ideen zur Lernenden Organisation. Dabei gehen sie von vier grundlegenden Fragen aus: Neben den theoretischen Lernmodellen, wie Einschleifen- und Doppelschleifen-Lernen, enthält das Buch zahlreiche Fallbeispiele aus der Praxis.

Argyris provides the critical lens necessary to evaluate which advice is bestfor an organization. 3 line illustrations.

- Written by one of the best-known management scholars in the world.- Challenging evaluation of the use of management knowledge, and the limits of learning

Die Autoren vertiefen und erweitern in diesem Buch ihre bahnbrechenden Ideen zur Lernenden Organisation. Dabei gehen sie von vier grundlegenden Fragen aus:Wie muss eine Organisation gedacht werden, dass ihr die Fähigkeit zu lernen zugeschrieben werden kann?Sind real existierende Organisationen lernfähig?Welche Lernarten sind überhaupt wünschenswert?Wie können Organisationen ihre Fähigkeit zu (wünschenswerten) Lernarten entwickeln?Neben den the...

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So vast has the international commitment of our government grown in the last decades, and with this the corresponding increase in the staff engaged in foreign affairs activities, that it is no longer possible to find the channels for personal communications we once had. Yet undoubtedly today's officers are engaged in a wider variety of experiences than ever before in our history. This series of Occasional Papers produced by the Center for Inte...

Chris Argyris explores why it is that the same conflicts are experienced in organizations, yet the issues are often never addressed and ignored. He shows how our behavior creates these 'organizational traps', and that while much writing on management also shows this, it doesn't focus on how to avoid these traps.

What is the purpose of social science and management research? Do scholars/researchers have a responsibility to generate insights and knowledge that are of practical (implementable) value and validity? We are told we live in turbulent and changing times, should this not provide an importantopportunity for management researchers to provide understanding and guidance? Yet there is widespread concern about the efficacy of much research. These are...

Bringing together specially-commissioned and carefully edited entries from an international team of the world's best scholars and teachers, the work is divided into 12 individual subject volumes and an index. All of the volumes provide clear, concise, expert definitions and explanations of the key concepts in each area. With entries ranging from extended explorations of major topics, to short definitions of key terms, each dictionary volume ha...

This book is a landmark in two fields.It is a practical guide to the reform of professional education.It is also a beacon to theoretical thinking about human organizations, about their interdepAndence with the social structure of the professions, and about theory in practice."--Journal of Higher Education"This is a fundamentally important book. It strikes directly to the heart of real education--changing behavior."--Administrative Science Quar...

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 ...

Chris Argyris explores why it is that the same conflicts are experienced in organizations, yet the issues are often ignored and never addressed. He shows how our behavior creates these 'organizational traps', and that while much writing on management also shows this, it doesn't focus on how to avoid these traps.

Competitive success depends on learning, but most people, including professionals in leadership positions, are not very good at it. This book shows how companies that focus on continuously improving their managers' and employees' reasoning patterns can improve employee problem-solving and therefore increase success.

First published in 1972, this is a searching critique of work by both sociologists and psychologists on organizational structure and behaviour.

This book is essential for anyone who needs to understand how organizations work, evolve, and learn. In this new edition, Argyris discusses vital topics of current management research, such as tacit knowledge and management, so reflecting the evolving field of organizational learning. Brings together the thinking of one of the world's leading management thinkers: especially in the area of action learning.

A member of the PH OD Series! Organizational Learning II expands and updates the ideas and concepts of the authors' ground- breaking first book. With new examples and the most up-to-date information on the technical aspects of organizational and management theory, Argyris and Schon demonstrate how the research and practice of organizational learning can be incorporated in today's business environment.