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Organizational Learning II: Theory, Method, and Practice
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.
336 pages, Paperback
First published October 14, 1995
About the author
Chris Argyris
65 books86 followersChris Argyris is a director of elite strategy consulting firm, the Monitor Group, and is the James Bryant Conant Professor of Education and Organizational Behavior at Harvard Business School.
Agyris's early research focused on the unintended consequences for individuals of formal organizational structures, executive leadership, control systems, and management information systems, and on how individuals adapted to change those consequences. He then turned his attention to ways of changing organizations, especially the behavior of executives at the upper levels of organization.
During the past decade, Argyris has been developing, a theory of individual and organizational learning in which human reasoning (not just behavior) becomes the basis for diagnosis and action.
Agyris's early research focused on the unintended consequences for individuals of formal organizational structures, executive leadership, control systems, and management information systems, and on how individuals adapted to change those consequences. He then turned his attention to ways of changing organizations, especially the behavior of executives at the upper levels of organization.
During the past decade, Argyris has been developing, a theory of individual and organizational learning in which human reasoning (not just behavior) becomes the basis for diagnosis and action.
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Displaying 1 - 2 of 2 reviews
July 24, 2011
READ AUG 2012
Argyris and Schon define organizational learning as “an organization’s acquisition of understandings, know-how, techniques, and practices of any kind by whatever means†(p. xxi). The authors make a good case for the limitations, and in many cases, dysfunctional learning that occurs in organizations.
Best quotes; “the performance of an observable action new to an organization is the most decisive test of whether a particular instance of organizational learning has occurred†(p. 8); “the type of organizational learning that occurs may vary with the level of aggregation at which it occurs and the tight or loose coupling of units within or across levels†(p. 26); and “managerial gimmicks and fads are often based on behavioral changes that are not accompanied by changes in governing values†(p. 156).
Argyris and Schon define organizational learning as “an organization’s acquisition of understandings, know-how, techniques, and practices of any kind by whatever means†(p. xxi). The authors make a good case for the limitations, and in many cases, dysfunctional learning that occurs in organizations.
Best quotes; “the performance of an observable action new to an organization is the most decisive test of whether a particular instance of organizational learning has occurred†(p. 8); “the type of organizational learning that occurs may vary with the level of aggregation at which it occurs and the tight or loose coupling of units within or across levels†(p. 26); and “managerial gimmicks and fads are often based on behavioral changes that are not accompanied by changes in governing values†(p. 156).
August 9, 2011
A Dry book but if you are working on Organizational change process do not miss it
Displaying 1 - 2 of 2 reviews