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Zusatztext For nearly half a century, Chris Argyris has been seeking to make knowledge a guiding light for human action, and more specifically the vehicle for a more humane, more effective and indeed more just workplace. Few authors have made such a persuasive case for management learning as possessing the potential of enlightening as well as liberating organizational participants from some of the unnecessary hardships and anguish that they experience as a routine part of their lives in organizations. Informationen zum Autor Chris Argyris received his PhD in organizational behavior from Cornell University and served on the Yale University faculty for the next twenty years. He then became the James Bryant Conant Professor of Education and Organizational Behavior at Harvard University and held joint appointments over time at the Business, Law, and Kennedy Schools. His early research dealt with organizational structures and organizational change. His primary research methodology has been intervention, and his ongoing concern has been the applicability of knowledge. Klappentext What is the purpose of social science and management research? Do scholars/researchers have a responsibility to generate insights and knowledge that are of practical (implementable) value and validity? We are told we live in turbulent and changing times! should this not provide an importantopportunity for management researchers to provide understanding and guidance? Yet there is widespread concern about the efficacy of much research. These are some of the puzzles/pressing problems that Chris Argyris addresses in this short book. Argyris is one of the best known management scholars inthe world- a leading light whose work has consistently addressed fundamental organizational questions and who has provided some of the key concepts and building blocks of our understanding of organizational learning-single and double learning! theory in use! and espounded theory! etc. In this book! he questions many of the assumptions of organizational theory and research! and his investigation is not confined to academic analysis. He also scruntizes that capacity for 'unproductive reasoning' (self-deception and rationalization) that is common amongst managers! consultants and indeed moregenerally. As well as engaging with the work of leading organizational researchers (Sennett! Gabreil! Burgelman! Czarniawska! Grint! for example) he also ponders the work of the consultants! commentators and accountants who endorsed Enron. Throughout his purpose is to affirm the goal and values ofuseful knowledge. His style/inquiry is direct but fair! challenging- if at times uncompromising. Drawing on his own wealth of experience of researching and working with organizations! this book will be a referencepoint for all concerned to develop useful knowledge and confront the defenses anddeceptions that are only too commonplace in the business and academic worlds. Zusammenfassung This is a book about how social sciences can be improved in ways that its relevance is expanded, the applicability of its knowledge is enlarged and increased, and the commitment to questioning the status quo is strengthened. Inhaltsverzeichnis 1: Introductory Remarks 2: The Corrosion of Character: Capitalist and Socialist Economics 3: Inhibiting Double-Loop Learning in Business Organizations 4: Inhibiting Double-Loop Learning in Government and I.T. 5: Features of Scholarly Inquiry that Inhibit Double-Loop Learning and Implementable Validity 6: Interventions that Facilitate Double-Loop Learning 7: Organizational Interventions that Facilitate Double-Loop Learning 8: Concluding Comments ...
