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.
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.
Chris Argyris is the James Bryant 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 Contribution 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 his name in 1994 at Yale University. He is a Director Emeritus of Monitor Group.
Inhaltsangabe
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
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
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