Organizational learning: 2 Theory, method, and practice
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Reading, Mass. [u.a.]
Addison-Wesley
1996
|
| Schriftenreihe: | Organization development series
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXIX, 305 S. graph. Darst. |
| ISBN: | 0201629836 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804125831902003200 |
|---|---|
| adam_text | Subject Index Action maps in comprehensive intervention study, 158-165 construction of, 156-158 example of, 160-161 for feedback sessions, 154-155 interdependence of compo nents in, 157 testing validity of, 155-156 Action research collaborative, 46-51,288 practitioner/researcher collabo ration in, 43-46 strategic management and agenda for, 278-280 Action science, 50 Activity-based costing, 229-231,243 Adaptive learning model, 202-211 Agencies, 10-11 Agents-experient, 36-37 Aggression, 200,202 American Pragmatism, 30 Apheresis, 203 Behavioral world instrumental theories-in-use and, 69,93 of organizations, 28, 29,69 Business Process Reengineering, 236,249 Case approach, 79-80 Causal inference, 41 Causal reasoning, 157-158 Causal tracing, 40-41 Causality concern with, 37-38 covering laws and, 38-39,42 design, 39,40,187 efficient, 39,40 explanations for human behav ior and, 107 variables and, 38 CIO case CIO’s reaction and, 87-88 description of, 85 immediate reports and, 85-87 Model I theories-in-use and, 92-96 primary inhibitory loop and, 89-92 reflections on action of CIO in, 88-89 secondary inhibitory loop and, 97-103 Citadel case conclusions regarding, 273-277 299
300 Subject Index disconnected probing during shift in environment in, 266-267 inside-out view of, 264-266 overview for, 260-264 probing environment, strategic learning, and organiza tional defensive routines in, 270-273 realizing strategy and emer gence of defensive rou tines in, 267-270 Coherence, 246 Collaborative action research, 46-51,288 Collectivities, 6-8,191 Competence trap, 213 Comprehensive intervention explanation of, 150 limited vs., Ill Comprehensive intervention study action map construction in, 156-158 analysis of case discussion in, 172-175 conducting learning experi ments in, 175-176 directors’ action map in, 158-165 feedback process in, 154-156 feedback session discussions in, 165-168 feedback session purposes in, 153 first seminar in, 168-171 framing problem in, 152-153 goals of, 151-152 overview of, 150 second seminar in, 171-172 Conditions for error explanation of, 90-91 fragmented learning outcomes and, 198 Subject Index 301 list of, 91 Covering laws causality and, 38-39,42 normal social science research and, 41 Decentralization study, 222-229 Defensive reasoning, 75, 283 Defensive routines cynical attitude about, 102 organizational rigidity due to, 101 reactions to, 101-102 technical-objective dimension of organizational life and individual-organizational, 103-106 Design causality, 39, 40, 187 Deuteroleaming, 29 Double-loop learning example of, 22-25 explanation of, 21 Model I and Model O-П and capacity for, 112 Model II and, 119, 246, 245, 246 requirements for, 96,103 research on, 285, 287 single- ví., n, 25-27, 200-201 theories-in-use and,
76,124 values and norms and, 22 Double-track research, 75-76 DRAM (dynamic random access memory) study, 211-221, 243,246 Dynamic conservatism, 221 Ecological adjustment, 66 Economic development, 183 Ephemeral organizations, 9-10 Error conditions for, 90-91 detection and correction of, 31-33, 216-217 explanation of, 32 first-order, 28, 248, 187-188 reducing conditions for, 68 second-order, 28 single-loop learning correction of, 22 Espoused theory, 13 First-order errors capacity for productive learn ing and, 248 explanation of, 28 learning organization and, 187-188 Garbage can theory, 195 Gatekeeper, 44 General Motors study, 222-229, 243 Helplessness, 172 Hiding hand principle, 221л Human resources, 184-185 Individual learning, 4-6 Industrial Democracy Movement, 181 Inference causal, 41 rational, 195-196 Inquirers, types of, 36 Inquiry, See also Organizational inquiry Deweyan, 30-31, 33 end-view of, 33 importance of interpersonal, 200 influence of, 49, 191, 197 Instrumental learning explanation of, 4 uses for, 18-19 Instrumental theory-in-use behavioral world of organiza tions and, 69, 93 explanation of, 14 Intel study, 211-221,243 Intervention, See also Comprehensive interven tion study based on introduction of orga nizational enablers, 201 comprehensive, 111, 150 comprehensive, See also Comprehensive interven tion study limited, 67-71, 111 strategic human resource man agement, 240, 241 Intervention classes conclusions regarding, 147-149 focus of testing in, 122-124 overview of, 122 a setting for relevant tests, 124-125 transcript of class discussion in, 125-147
Language, influence of computers on, 5 Leadership, 185 Learning, See also Organizational learning double-loop, See Double-loop learning as drawing lessons from his tory, 196-197 individual, 4-6 instrumental, 4,18-19 product/process ambiguity of, 3 signs of, 173-175 single-loop, See Single-loop learning study of technological innova tion and, 202-211 superstitious, 19, 196, 248-249
302 Subject Index Learning experiments, 175-176 Learning leader, 185-186 Learning organizations economic development and, 183 human resources and, 184-185 organizational culture and, 185-187 organizational strategy and, 181-182 overview of literature on, 180-181,194 production and, 182 second-order errors and, 188 sociotechnical systems and, 181 systems dynamics and, 183-184 Learning paradox explanation of, 281-282 selective inattention to, 284-286 steps to overcome, 282-284 Limited intervention, 111 Limited learning systems, 50 example of limited interven tion into, 67-71 explanation of, 99 individual and supraindividual unities and, 102-103 reasons for, 187-188 responsibility for creating, 166-167 Management empowerment, 249 Mercury Corporation corporate development dilemma of, 64-66 inquiry into process of new business development by, 53-64 limited intervention into lim ited learning system in, 67-71 Subject Index 303 organizational dialectic and, 71-72 overview of, 52-53 Misplaced concreteness, 122 Model I causal reasoning and, 157 ineffectiveness of, 96,123 interpersonal inquiry and, 209 results and prevalence of, 96 schema of, 92,93 shifts to Model II from, 29 shifts to Model II from, See also Intervention classes social virtues of, 96,120, 123, 229 technical theories and defenses of, 104-107 theories-in-use and, 92, 94-96 as used in intervention class discussions, 122-124 as used in intervention class discussions, See also Intervention classes values and action strategies of, 117 Model II causal reasoning and, 157 double-loop organizational in quiry and, 245,246
explanation of, 117-119 as final state, 112 shifts from Model I to, 29 shifts from Model I to, See also Intervention classes social virtues of, 119-121,123 as used in intervention class discussions, 123,124 as used in intervention class discussions, See also Intervention classes Model O-1,100,103 Model O-I, 111 Model O-I, See also O-I learning systems Model O-II, 112 Model O-II, See also O-П learn ing systems O-I learning systems counterproductive nature of, 123 learning sequence of, 106 O-II learning systems evolved from, 111-112,286, 287 O-II learning systems evolved from, See also Compre hensive intervention study organizational inquiry and, 111,209 O-II learning systems case examples of early, 112-116 components of, 112-113 explanation of, 111-112 moving from O-I learning sys tems to, 111-112,286,287 moving from O-I learning sys tems to, See also Compre hensive intervention study Organizational action conditions for, 11 explanation of, 8-11 threats to coherent, 246 Organizational adaptation and learning Burgelman study of, 211-222 Van de Ven and Polley study of, 202-211 Organizational culture controllability of, 186-187 explanation of, 185 management of, 185-186 Organizational decentralization theory, 223 Organizational defensive routines defensive reasoning and, 107 secondary inhibitory loops and, 99-103 Organizational dialectic explanation of, 71-72 suppression of good, 107 Organizational enablers intervention based on, 201, 247 outcome of, 249 Organizational inquiry, See also Inquiry Dewey and, 33-34 explanation of, 11, 191-192,259-260 individual and, 11-12 O-I
learning systems and, 111 outcomes of, 16-18 as political process, 49 as productive organizational learning, 20, 200 requirements for, 259 Organizational knowledge conditions for, 12 tasks and, 13 Organizational learning, See also Learning; Productive orga nizational learning contradictory nature of, 188-193 controversial issues of, 200-202 early views of, 4 examples of near misses in, 17-18 explanation of, 15-17,189 individual vs., 5-6 instrumental, 4 as meaningful notion, 193-194 paradoxical nature of, 244_245 requirements for, 258-260 research needs for, 286-288 scholarly literature on, 45-46,188-198
304 Subject Index types of literature on, 180 ways of hindering productive, 19-20 ways of hindering productive, See also Mercury Corporation Organizational strategy, 181-182 Organizational structures, 28 Organizations behavioral world of, 28, 29, 69 as collectivities, 6-8, 191 explanation of, 10 learning within, 3-5 as pluralistic systems, 195 political aspects of, 9 Polis, 9 Practitioners action research and, 43-46 causality and, 39-40,46 recommendations for, 250 relationship between re searchers and, 34-37 Primary inhibitory loops counterproductive dialogues and, 92,99, 98 explanation of, 90-91 reinforcement of, 99 transition to secondary in hibitory loops from, 97 Problems, wicked, 159 Production process, 182 Productive organizational learn ing, See also Organiza tional learning explanation of, 194-198-201 meaning of, 194-198-201 organizational learning and, 194-198 overcoming impediments to, 249-250 study illustrating limited, 221 threats to, 246-249 Subject Index 305 Quality of Work Life, 181 Rational inference, 195-196 Reasoning causal, 157-158 defensive, 75, 283 dilemmas in research on, 75-78 explanations for human behav ior and, 1Q7 Reflective transfer, 42-43 Researchers action research and, 43-46 recommendations for, 250 relationship between practi tioners and, 34-37 Secondary inhibitory loops CIO case and, 97-99 explanation of, 97 organizational defensive rou tines and, 99-103 Second-order errors explanation of, 28 learning organization and, 188 Self-fulfulling processes, 171-172 Self-sealing processes, 171-172 Sidewinder missile, 17-18 Single-loop learning
double- vs., 4,21n, 25-27, 200-201 ecological adjustment in, 66 error correcting and, 22 explanation of, 20-21 Skilled incompetence, 217 Skilled unawareness, 217 Social virtues model 1,96,120,123,229 model I and, 96,120 model П and, 119-121 Sociotechnical systems, 181 Spectator-manipulator, 36 Strategic Human Resource Management (SHRM) in tervention, 240, 241, 243 Strategic intent, 253 Strategic management action-based research agenda for, 278-280 gap between intent and real ization in, 253-256 splits in field of, 251-253 theory of action perspective and, 273-278 Strategy making encompassing realization as well as intent, 256-258 natural process of, 251-252 as probe into environment, 258-260 as probe into environment, See also Citadel case rational process of, 251, 252 Superstitious learning, 19, 196, 248-249 Systems dynamics, 183-184 Tavistock Institute, 44-45, 181 Technical theories explanation of, 103 features of, 103-104 Model I defenses and, 104 Technological innovation study, 202-211 Theories-in-use changes in, 18 construction of, 15,16 double-loop learning and, 76,124 examples of, 14-15 explanation of, 13-14,25-26 first- and second-order errors in, 28 inconsistencies in, 66 individual, 29 instrumental, 14,69,93 public testing of, 95 technical, 103 Theory of action ethical implications of, 288 explanation of, 50,75-76,254 inconsistencies in, 64 obtaining valid information about individual, 78-79 strategic decisions and, 254, 255 strategic management and per spective of, 273-278 usefulness of, 260 Therapeutic Apheresis Program (TAP), 203-210, 246, 247 Total Quality
Management (TQM) learning produced by, 27 life cycle of, 249 studies of, 27,231-236,243 Trust, 226-228 Unlearning, 3-4 Wicked problems, 159
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| indexdate | 2024-07-09T18:07:49Z |
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| isbn | 0201629836 |
| language | English |
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| physical | XXIX, 305 S. graph. Darst. |
| publishDate | 1996 |
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| series2 | Organization development series |
| spelling | Argyris, Chris 1923-2013 Verfasser (DE-588)120944200 aut Organizational learning 2 Theory, method, and practice Chris Argyris ; Donald A. Schön Reading, Mass. [u.a.] Addison-Wesley 1996 XXIX, 305 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Organization development series Aprendizaje Empresas - Gestión Gestión del conocimiento Organisatorisches Lernen (DE-588)4198012-8 gnd rswk-swf Organisationsentwicklung (DE-588)4126887-8 gnd rswk-swf Organisationsentwicklung (DE-588)4126887-8 s DE-604 Organisatorisches Lernen (DE-588)4198012-8 s Schön, Donald A. 1930-1997 Verfasser (DE-588)120787547 aut (DE-604)BV011323557 2 Digitalisierung UB Passau - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007608340&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Argyris, Chris 1923-2013 Schön, Donald A. 1930-1997 Organizational learning Aprendizaje Empresas - Gestión Gestión del conocimiento Organisatorisches Lernen (DE-588)4198012-8 gnd Organisationsentwicklung (DE-588)4126887-8 gnd |
| subject_GND | (DE-588)4198012-8 (DE-588)4126887-8 |
| title | Organizational learning |
| title_auth | Organizational learning |
| title_exact_search | Organizational learning |
| title_full | Organizational learning 2 Theory, method, and practice Chris Argyris ; Donald A. Schön |
| title_fullStr | Organizational learning 2 Theory, method, and practice Chris Argyris ; Donald A. Schön |
| title_full_unstemmed | Organizational learning 2 Theory, method, and practice Chris Argyris ; Donald A. Schön |
| title_short | Organizational learning |
| title_sort | organizational learning theory method and practice |
| topic | Aprendizaje Empresas - Gestión Gestión del conocimiento Organisatorisches Lernen (DE-588)4198012-8 gnd Organisationsentwicklung (DE-588)4126887-8 gnd |
| topic_facet | Aprendizaje Empresas - Gestión Gestión del conocimiento Organisatorisches Lernen Organisationsentwicklung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007608340&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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