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Knowledge For Action: A Guide To Overcoming Barriers To Organizational Change
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ISBN13：9781555425197
出版社：John Wiley & Sons Inc
作者：Argyris
出版日：1993/04/01
裝訂／頁數：精裝／336頁
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作者簡介
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商品簡介
Must reading for academics and executives alike. Leading business scholar Chris Argyris helps readers understand why individuals and organizations are unable to learn from their action, then presents the steps that must be taken to change.
作者簡介
CHRIS ARGYRIS is James Bryant Conant professor of organizational behavior in the graduate schools of business and education at Harvard University. His previous Jossey-Bass books include Action Science (with Robert Putnam and Diana McLain Smith, 1985), and Theory in Practice (with Donald A. Schojn, 1974).
目次
UNCOVERING ROADBLOCKS TO IMPROVEMENT.
Ineffective Learning in Organizations.
Defensive Routines That Limit Learning.
DIAGNOSING AND INTERVENING IN THE ORGANIZATION.
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.
USING KEY LEARNINGS TO SOLVE PROBLEM SITUATIONS.
Explosive Relationships: Stopping Button Pushing.
Mistrust: Overcoming Resentment and Rebuilding Trust.
New Team Leadership: Managing the Clash of Expectations and Needs.
CEO's Performance 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.
Appendix: Design Causality: Explaining, Acting On, and Integrating Diverse Perspectives.
Ineffective Learning in Organizations.
Defensive Routines That Limit Learning.
DIAGNOSING AND INTERVENING IN THE ORGANIZATION.
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.
USING KEY LEARNINGS TO SOLVE PROBLEM SITUATIONS.
Explosive Relationships: Stopping Button Pushing.
Mistrust: Overcoming Resentment and Rebuilding Trust.
New Team Leadership: Managing the Clash of Expectations and Needs.
CEO's Performance 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.
Appendix: Design Causality: Explaining, Acting On, and Integrating Diverse Perspectives.
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