Автор: Chris Argyris
Издание: 2012
Страници: 224
- Argyris returns to a key theme of his celebrated work: how organizations learn - or do not learn.
- Focuses on leadership, cultural change, and organizational design
- Considers how individuals and organizations often espouse a particular objective, and yet frequently employ means of implementation that contradict the objective
And people often are trapped. But they are not trapped by some oppressive regime or organizational structure that has been imposed on them. They are not victims. In fact, people themselves are responsible for making the status quo so resistant to change. We are trapped by our own behavior.
Researchers and practitioners have often reflected on these things, but there is a puzzle. On the one hand, there is substantial agreement that these traps are counterproductive to effective performance. On the other hand, there is almost no focus on how organizational traps can be prevented or reduced.
This book argues that whatever theory is used to describe and understand such organizational traps should be used to design and implement interventions that reduce and prevent them. Argyris is one of the world's leading management scholars whose work has consistently shed light on organizational problems. This book is essential reading for MBAs, managers, and consultants.
Readership: Graduate students and academics working across the Social Sciences, and particularly within Business and Management Studies; Practitioners, especially in human resources, consultants, and thoughtful line executives.