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A member of the PH OD Series! "Organizational Learning II" expands and updates the ideas and concepts of the authors' ground- breaking first book. With new examples and the most up-to-date information on the technical aspects of organizational and management theory, Argyris and Schon demonstrate how the research and practice of organizational learning can be incorporated in today's business environment. Features chapters focused around the Introduction to Organizational Learning; Defensive Reasoning And The Theoretical Framework That Explains It; Inquiry-Enhancing Intervention and Its Theoretical Basis; and Strengths and Weaknesses Of Consultation and Research In The Field Of Organizational Learning.
- Sales Rank: #539285 in Books
- Published on: 1995-10-14
- Original language: English
- Number of items: 1
- Dimensions: 8.40" h x .90" w x 5.40" l, .82 pounds
- Binding: Paperback
- 305 pages
From the Back Cover
Organizational Learning II: Theory, Method, and Practice expands and updates the ideas and concepts of the authors' ground-breaking first book. Offering fresh innovations, strategies, and concise explanations of long-held theories, this book includes new alternatives for practitioners and researchers. Argyris and Schon address the four principle questions which cut across the two branches of the field of organizational learning. Why is an organization a learning venue? Are real-world organizations capable of learning? What kinds of learning are desirable? How can organizations develop their capability for desirable kinds of learning? With new examples and the most up-to-date information on the technical aspects of organization and management theory, Argyris and Schon demonstrate how the research and practice of organizational learning can be incorporated in today's business environment.
About the Author
Chris Argyris is James Bryant Conant professor in the Graduate Schools of Business Administration and Education at Harvard University. He is author of 24 books and more than 200 articles.
Most helpful customer reviews
29 of 30 people found the following review helpful.
Normative and practive-oriented organizational learning
By Maxim Masiutin
The burgeoning literature that has grown up around organizational learning in the past twenty-five years is either uncritical (treats the phrase "learning organization" as a catchword for whatever it is the front-running Japanese or other organizations are doing and whatever the rest of the world needs to do to catch up with them) or distant from practice, skeptical and non-perspective.
In this book, the approach to organizational learning is normative and practice-oriented. The authors are mainly interested in productive organizational learning: how this kind of learning can be generated in real-world organizations and how practitioners can help to foster it.
The theory given in this book is primarily based on two types of learning: single-loop and double-loop. The authors have borrowed the distinction between single and double-loop learning from W. Ross Ashby's "Design for a Brain" (1960).
On case studies of known companies, such as Intel, General Motors, etc., the authors show "primary inhibitory loops" that inhibit organizational learning, and "conditions for error", and how to avoid them. The following list gives the most common "conditions for error" and how to avoid them:
- Vagueness : Specify
- Ambiguity : Clarify
- Untestability : Make testable
- Scattered information : Concert
- Information withheld : Reveal
- Undiscussability : Make discussable
- Uncertainity : Inquire
- Inconsistency/incompatibility: Resolve
In part I, the authors introduce the conceptual framework, both for organizational learning and for the relationship between research and practice. In part II, they introduce and illustrate concepts central to limited learning. Part III presents a brief classroom-based example. Part IV is the review of the recent history of the field of organizational learning.
Despite of the brilliant content, the book which is marked as "Reprinted with corrections August, 1996", which I have (paperback), is awfully printed. It is really the eye-killer. And nevertheless, it has some typos. Please try to find a version which is not "Reprinted with corrections August, 1996".
37 of 43 people found the following review helpful.
Definitive: how people politics stop organisational learning
By A Customer
This is the definitive book on how people politics preventorganisational learning, especially when a company needs a doubleturnround. That is a change of culture as well as strategy. Some of the early chapters are a bit heavily academic, but the pursuit is worthwhile if you want to understand how many big old western organisations stop working - instead of reinventing themselves - whenever a competitor dramatically changes the rules of the marketplace. The authors seem to imply that what they call double loop learning across every department of an organisation is both so laborious as a change process and requires such extraordinary levels of mutual trust that it might be better to raise an old organisation to the ground, and start from scratch. Their research is full of evidence why the last two decades have seen so much downsized leadership. One question that occurs to me is will their pessimistic conclusions hold true now that companies can use internal media like intranets to turn all employees' thinking around at the same time? If you would like to discuss this or other provocations relating to this work, I would be delighted to help form an interactive book discussion club.
Chris Macrae, editor of Brand Chartering Handbook and MELNET [...] E-mail me at wcbn007@easynet.co.uk
1 of 1 people found the following review helpful.
The basic fundementals of how organizations can learn
By David S. Bambridge
Before Peter Senge, Argyis and Schon showed us how an organization can learn through the use of its human capital...All Organizational Development students and practioners, should read this book and treat it as required reading!
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