By Chris Argyris
- Complete book online. Action Science was published by Jossey-Bass in 1985 and remained in print until 2000. It has become a standard text in several graduate-level courses. In the interests of continuing to make it available to scholars, researchers, and practitioners of intervention in social systems, we are providing the full text, chapter by chapter, in pdf format.
(Added: 24-Mar-2003 Hits: 270
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- Action Science is a strategy for increasing the skills and confidence of individuals in groups to create any kind of organization (thus fostering long-term individual/group effectiveness). This strategy applies to any type of organizational or interpersonal context where individuals are engaged in doing challenging, difficult things together.
(Added: 24-Mar-2003 Hits: 256
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- Argyris and Schon's work over the past twenty years has been concerned with examining conscious and unconscious reasoning processes (Dick & Dalmau, 1990). This has precedents in the work of Freud and Jung; in models such as the Johari Window (Luft & Ingham in Hanson, 1973 p. 114), and in Rulla, Imoda and Rideck's (1978, in Dick and Dalmau, 1990) Ideal Self and Actual Self. It is based on the belief that people are designers of action. They design action in order to achieve intended consequences and monitor to learn if their actions are effective.
In other words, Argyris and Schon (1974) assert that people hold maps in their heads about how to plan, implement and review their actions. They further assert that few people are aware that the maps they use to take action are not the theories they explicitly espouse. Also, even fewer people are aware of the maps or theories they do use (Argyris, 1980). Learn more.
(Added: 2-Apr-2006 Hits: 298
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- Chris Argyris, of Harvard University, compared bureaucratic / pyramidal values (the organizational counterpart to Theory X assumptions about people) that still dominate far too organizations with a more humanistic / democratic value system (the organizational counterpart to Theory Y assumptions about people) as outlined in the table below.
(Added: 2-Apr-2006 Hits: 417
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- Chris Argyris has made a significant contribution to the development of our appreciation of organizational learning, and, almost in passing, deepened our understanding of experiential learning. On this page we examine the significance of the models he developed with Donald Schön of single-loop and double-loop learning, and how these translate into contrasting models of organizational learning systems.
(Added: 24-Mar-2003 Hits: 341
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- A few aspects of Chris Argyris' work are covered here. In particular the maturity model is presented in brief, and the seven characteristics that accompany personality development to "maturity" are explained.
(Added: 16-Jan-2007 Hits: 293
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By Chris Argyris
- For 20 years or more, business leaders have used a score of communication tools-focus groups, organizational surveys, management-by-walking-around, and others to convey and to gather the information needed to bring about change.
What is news is that these familiar techniques, used correctly, will actually inhibit the learning and communication that twenty-first-century corporations will require not just of managers but of every employee. For years, I have watched corporate leaders talking to subordinates at every level in order to find out what actually goes on in their companies and then help it go on more effectively.
(Added: 24-Mar-2003 Hits: 204
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By Gene Belllinger
- Presents an explanation and diagrams of the learning concept developed by Argyris, which starts with real data and ends in actions.
(Added: 24-Mar-2003 Hits: 114
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