Organizational Learning II: Theory, Method, and Practice by Chris ArgyrisOrganizational Learning II: Theory, Method, and Practice by Chris Argyris

Organizational Learning II: Theory, Method, and Practice

byChris Argyris, David A. Schon

Paperback | October 4, 1995

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Expands and updates the ideas and concepts of the authors' groundbreaking first book. Offers fresh innovations, strategies, and concise explanationsof long-held theories. Paper.
Title:Organizational Learning II: Theory, Method, and PracticeFormat:PaperbackDimensions:305 pages, 8.4 × 5.4 × 0.9 inPublished:October 4, 1995Publisher:Pearson Education

The following ISBNs are associated with this title:

ISBN - 10:0201629836

ISBN - 13:9780201629835

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Table of Contents

I. AN INTRODUCTION TO ORGANIZATIONAL LEARNING

 1. What Is An Organization That It May Learn?

 2. Turning the Researcher/Practitioner Relationship On Its Head.

 3. The Mercury Case: What Facilitates or Inhibits Productive Organizational Learning.

II. DEFENSIVE REASONING AND THE THEORETICAL FRAMEWORK THAT EXPLAINS IT.

 4. Defensive Reasoning In Individuals.

 5. The Case of the CIO: Primary and Secondary Inhibitory Loops.

III. INQUIRY-ENHANCING INTERVENTION AND ITS THEORETICAL BASIS.

 6. The Classroom: Intervention for Learning and Research.

 7. A Comprehensive Model II Intervention.

IV. STRENGTHS AND WEAKNESSES OF CONSULTATION AND RESEARCH IN THE FIELD OF ORGANIZATIONAL LEARNING.

 8. The Evolving Field of Organizational Learning.

 9. Making Sense of Limited Learning.

10. Strategy and Learning: Making Prescriptions Actionable by Wim Overseer.

From Our Editors

Organizational Learning II: Theory, Method, and Practice expands and updates the ideas and concepts of the authors' ground-breaking first book. Offering fresh innovations, strategies, and concise explanations of long-held theories, this book includes new alternatives for practitioners and researchers. Argyris and Schon address the four principle questions which cut across the two branches of the field of organizational learning. Why is an organization a learning venue? Are real-world organizations capable of learning? What kinds of learning are desirable? How can organizations develop their capability for desirable kinds of learning? With new examples and the most up-to-date information on the technical aspects of organization and management theory, Argyris and Schon demonstrate how the research and practice of organizational learning can be incorporated in today's business environment.