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Organizational Learning: Theory, Method and Practice (Series on Organization Development)
 
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Organizational Learning: Theory, Method and Practice (Series on Organization Development) (Paperback)

by Chris Argyris (Author), David A. Schon (Author)
5.0 out of 5 stars  See all reviews (1 customer review)

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Product details

  • Paperback: 305 pages
  • Publisher: Prentice Hall; 2 edition (13 Nov 1995)
  • Language English
  • ISBN-10: 0201629836
  • ISBN-13: 978-0201629835
  • Product Dimensions: 21.3 x 15.5 x 2 cm
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (1 customer review)
  • Amazon.co.uk Sales Rank: 353,950 in Books (See Bestsellers in Books)

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  • See Complete Table of Contents

Product Description

Product Description

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.

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Organizational Learning: Theory, Method and Practice (Series on Organization Development)
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9 of 12 people found the following review helpful:
5.0 out of 5 stars Definitive: how people politics stop organisational learning, 7 Feb 1997
By A Customer
This is the definitive book on how people politics preventorganisational learning, especially when a company needs a double turnround. 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 www.brad.ac.uk/branding/ E-mail me at wcbn007@easynet.co.uk

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