On organizational learning
著者
書誌事項
On organizational learning
Blackwell Publishers, 1993
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注記
Includes bibliographical references and index
"Blackwell Business"
内容説明・目次
内容説明
This is the first time that the seminal work on organizational learning done over many years by Chris Argyris (one of the US' most eminent management thinkers and educationalists) has been drawn together to give a complete picture of his outstanding contribution in the field. For anyone who needs to understand how organizations work, evolve, and learn, this book will be essential reading. The themes of how organizations learn and how organizational politics function define the continuing importance and relevance of the key issues which the pieces in the book address:. * Organizational learning and Action Science. * Organizational effectiveness, and what inhibits it. * Organizational development and human resource activities. * Usable knowledge and how it is inhibited. The author's focus on the defensive and protective processes which block organizations from learning has opened them up to a new form of scrutiny, and demonstrates the liberating alternatives created by scientific investigation.
目次
Introduction PART I: Organizational Defenses 1. Why Individuals and Organizations have Difficulty in Double-Loop Learning 2. Crafting a Theory of Practice 3. Today's Problems with Tomorrow's Organizations 4. Teaching Smart People to Learn Part II: Inhibiting Organizational Learning and Effectiveness 1. MIS: The Challenge to Rationality and Emotionality 2. Strategy Implementation: An Experiment in Learning 3. How Strategy Professionals Deal with Threat 4. The Dilemma of Implementing Control 5. Human Problems with Budgets 6. Bridging Economics and Psychology: The Case of the Economic Theory of the Firm Part III: The Counterproductive Consequences of Organizational Development and Human Resource Activities 1. Reasoning, Action Strategies and Defensive Routines 2. On Monitoring Practice 3. Do Personal Growth Laboratories Represent an Alternative Culture Part IV: The Inhibition of Valid and Usable Information from the Correct Use of Normal Science 1. Seeking Truth and Actionable Knowledge 2. Problems and New Directions for Industrial Psychology 3. The Incompleteness of Social Psychology Theory 4. Dangers in Applying Results from Experimental Social Psychology 5. Making Knowledge more Relevant to Practice 6. Participant Action Research and Action Science 7. The Unintended Consequences of Rigorous Research.
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