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Zusatztext It is rare for a serious management book to be a real page-turner, but this one is. Drawing on fascinating cases from a lifetime of research on group and organizational dynamics, Chris Argyris shows how our own reasoning processes entrap us in patterns of behavior that we detest but cannot change. He explains how these traps become self-sealing and why even our best efforts to escape them merely tighten their bonds. The provocative strategy he offers for breaking out of our self-created traps merits close attention by anyone who seeks to improve life and work in organizations. Informationen zum Autor Chris Argyris is the James Conant Professor of Education and Organizational Behavior Emeritus at Harvard University. He has consulted to numerous private and governmental organizations. He has received many awards including thirteen honorary degrees and Lifetime's Contributions Awards from the Academy of Management, American Psychological Association, and American Society of Training Directors. His most recent books are, Flawed Advice and the Management Trap (OUP, 1999), and Reasons and Rationalizations (OUP, 2004). A chair professorship was established in 1994 at Yale University. He is a Director Emeritus of Monitor Group. Klappentext Chris Argyris explores why it is that the same conflicts are experienced in organizations, yet the issues are often never addressed and ignored. He shows how our behavior creates these 'organizational traps', and that while much writing on management also shows this, it doesn't focus on how to avoid these traps. Zusammenfassung Chris Argyris explores why it is that the same conflicts are experienced in organizations, yet the issues are often never addressed and ignored. He shows how our behavior creates these 'organizational traps', and that while much writing on management also shows this, it doesn't focus on how to avoid these traps. Inhaltsverzeichnis Introduction Part I: Why we Act Against our own Stated Interests 1: How we Deal with Difficult Situations 2: Actions that Trap us 3: Causes of Traps Part II: How Conventional Approaches Bypass Traps - and What to do about it 4: Leadership and Traps 5: Culture, Leadership, and Traps 6: Strengthening New Approaches Conclusion: Traps and the Human Predicament ...
