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 |
Primary Loops and Limited Learning | 46 |
Primary Loops that Inhibit DeuteroLearning | 86 |
Copyright | |
8 other sections not shown
Other editions - View all
Common terms and phrases
able achieve activities approach asked assumptions attempt aware become begin behavior believe Board Carlos clients Company confront consequences consultant continually corporate correct create criteria decision described dialectic difficult dilemmas discussion division double-loop learning effective environment error example executives existing experience faculty feelings function give given Hence important increase individuals inhibiting inquiry Institute interaction intervention interventionists invent issues kinds lead learning system limited loops means meeting Model norms O-I learning O-II organization organizational learning participants performance perspective policies possible predict present presidents primary probability problem produce protect questions relationships requirements responsibility result sense situation staff strategies structure subordinates suggest surface task tend theories-in-use theory of action theory-in-use tion turn views