Chris Argyris indaga le conseguenze involontarie delle strutture organizzative formali e dei sistemi di gestione sugli individui. Il suo lavoro esplora come le persone si adattano al cambiamento e come gestire efficacemente questi processi, specialmente a livello dirigenziale. Nell'ultimo decennio, Argyris ha sviluppato una teoria dell'apprendimento individuale e organizzativo, basando la diagnosi e l'azione sul ragionamento umano.
Chris Argyris explores why it is that the same conflicts are experienced in organizations, yet the issues are often ignored and never addressed. 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.
This collection of essays examines issues related to leadership in higher education in the 1980s. The essays cover a wide range of topics, including organizational culture, learning styles, and the role of leadership in promoting change. The author argues that leadership in higher education is essential for ensuring that institutions are able to adapt and thrive in the face of changing social, economic, and technological landscapes. This book is a must-read for anyone interested in higher education policy or leadership theory.
Organizational defences that exist in most organizations can inhibit organizational performance. This book shows how to diagnose the organization to expose the weaknesses. Each chapter contains advice about how to reduce organizational defences to bring about improved involvement and performance.
Facilitating Organizational Learning
Chris Argyris und Donald A. Schön vertiefen und systematisieren in diesem Band ihre Ideen zur Lernenden Organisation. Das Buch enthält neben den theoretischen Lernmodellen, Einschleifen- und Doppelschleifen-Lernen, zahlreiche Fallbeispiele aus der Praxis.
