Bøger af Chris Argyris

Det er såkaldte andenordensrefleksioner, der er nøglen til at forstå og bearbejde organisationers problemer – og det er gennem refleksionsarbejde, at den adfærd, der bremser eller besværliggør udvikling, kan sættes i spil og håndteres. Det er populært at tale om den reflekterende leder og at kunne forstå sig selv og sin lederrolle. Men det er ikke let i praksis, og mange har bud på, hvordan man reflekterer over sin egen adfærd. Argyris’ kendetegn er, at han baserer sin metode på modeller, der er solidt forankret i mange års forskning i ledelse og ledelsesudvikling. Udvikling og forandring, der lykkes, beror ifølge Argyris på denne systematiske og vedvarende refleksion over egen adfærd.Bogen henvender sig til ledere og udviklingskonsulenter eller forandringsagenter – hvad enten det er interne aktører eller eksterne konsulenter – som arbejder med at lede og udvikle organisationer. Budskaberne er lige relevante, hvad enten det er de løbende forbedringer i det daglige eller større forandrings- og kulturændringsprojekter. Bogens temaer og pointer er spændende og perspektivrige for ledere i både den private og den offentlige sektor, og Argyris bidrager med et væld af illustrative eksempler på udfordringer, når der ledes, udvikles og forandres for organisationer.Fra bogens danske forord af professor Per Nikolaj Bukh, Aalborg Universite

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.This work has been selected by scholars as being culturally important, and is part of the knowledge base of civilization as we know it.This work is in the "public domain in the United States of America, and possibly other nations. Within the United States, you may freely copy and distribute this work, as no entity (individual or corporate) has a copyright on the body of the work.Scholars believe, and we concur, that this work is important enough to be preserved, reproduced, and made generally available to the public. We appreciate your support of the preservation process, and thank you for being an important part of keeping this knowledge alive and relevant.

The emphasis on organizational change in the corporate life of recent years-including job redesign, autonomous groups, high performance work systems, and the redesign of control systems-owes a great deal to the pioneering work of Chris Argyris

The emphasis on organizational change in the corporate life of recent years-including job redesign, autonomous groups, high performance work systems, and the redesign of control systems-owes a great deal to the pioneering work of Chris Argyris

Why are your smartest and most successful employees often the worst learners? Likely, they haven't had the opportunities for introspection that failure affords. So when they do fail, instead of critically examining their own behavior, they cast blame outward-on anyone or anything they can. In Teaching Smart People How to Learn, Chris Argyris sheds light on the forces that prevent highly skilled employees for learning from mistakes and offers suggestions for helping talented employees develop more productive responses. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice-many of which still speak to and influence us today. The HBR Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each volume contains a groundbreaking idea that has shaped best practices and inspired countless managers around the world-and will change how you think about the business world today.

This text provides coverage of the three crucial types of organizational learning: single-loop learning, double-loop learning and duetero-learning. The book features examples to help develop effective ways to diagnose and intervene at two levels: organizational and individual.

"This book is a landmark in two fields. It is a practical guide to the reform of professional education. It is also a beacon to theoretical thinking about human organizations, about their interdepAndence with the social structure of the professions, and about theory in practice. " -- Journal of Higher Education.

The landmark book Action Science introduced a revolutionary new theory of organizational problem-solving. Knowledge for Action turns this theory into practice."Knowledge for Action is must reading for academics and exceutives alike. Chris Argyris once again demonstrates that he is the leading scholar in helping us understand why individuals and organizations are unable to learn from their actions and what steps must be taken to develop this essential capability. No executive who desires his organization to improve and learn continuously, or academic who want to develop usable as opposed to merely useful theory, can do so without understanding the message of this book."--Michael Beer, professor of business administration, Harvard Business School