A joint publication in the Jossey-Bass management series and the Jossey-Bass social and behavioral science series Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change
Type
Book
Authors
ISBN 10
1555425194
ISBN 13
9781555425197
Category
Unknown
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Publication Year
1993
Publisher
Pages
336
Subject
Organizational change--Handbooks, manuals, etc.
Tags
Abstract
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.
Description
Part One: Uncovering Roadblocks to Improvement
1. Ineffective Learning in Organizations
2. Defensive Routines That Limit Learning
Part Two: Diagnosing and Intervening in the Organization
3. Step One: Interview and Observe the Players
4. Step Two: Organize the Findings for Learning and Action
5. Step Three: Conduct Meaningful Feedback Sessions
6. Step Four: Facilitate the Change Seminar with Live Cases
Part Three: Using Key Learnings to Solve Problem Situations
7. Explosive Relationships: Stopping Button Pushing
8. Mistrust: Overcoming Resentment and Rebuilding Trust
9. New Team Leadership: Managing the Clash of Expectations and Needs
10. CEO's Performance Review: Getting Feedback from Below
11. Managing Exchanges That Could Go Ballistic: Discussing and Correcting Out-of-Control Routines
12. Conclusion: A Model for Change and Improvement
AppAndix: Design Causality: Explaining, Acting On, and Integrating Diverse Perspectives
1. Ineffective Learning in Organizations
2. Defensive Routines That Limit Learning
Part Two: Diagnosing and Intervening in the Organization
3. Step One: Interview and Observe the Players
4. Step Two: Organize the Findings for Learning and Action
5. Step Three: Conduct Meaningful Feedback Sessions
6. Step Four: Facilitate the Change Seminar with Live Cases
Part Three: Using Key Learnings to Solve Problem Situations
7. Explosive Relationships: Stopping Button Pushing
8. Mistrust: Overcoming Resentment and Rebuilding Trust
9. New Team Leadership: Managing the Clash of Expectations and Needs
10. CEO's Performance Review: Getting Feedback from Below
11. Managing Exchanges That Could Go Ballistic: Discussing and Correcting Out-of-Control Routines
12. Conclusion: A Model for Change and Improvement
AppAndix: Design Causality: Explaining, Acting On, and Integrating Diverse Perspectives
Biblio Notes
Includes bibliographical references (p. 287-301) and indexes.
Number of Copies
1
