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An Analysis of Chris Argyris's Integrating the Individual and the Organization
A critical analysis of Argyris’s Integrating The Individual and the Organization, which forms part of a series of essays and books considering how organisations should be run. The essay explores the lack of congruence between the needs and expectations of individual employees and the organisations that employ them. The impact of the work depends heavily on reasoning skills. Chris Argyris used strong, well-structured arguments to make his point. His reasoning has strong implications for solving a problem that many organizations experience: disengaged and disloyal employees. Grounding his argument in studies on human nature, Argyris highlighted that demands of greater independence, an expansion of interests, and re-orientation of goals usually accompany maturation, which is at odds with higher control stemming from formal organisations. This frustration, he contends, is detrimental to productivity, increases the chance of failure and causes conflict.
Action science
None
On Organizational Learning
This book is essential for anyone who needs to understand how organizations work, evolve, and learn. In this new edition, Argyris discusses vital topics of current management research, such as tacit knowledge and management, so reflecting the evolving field of organizational learning. Brings together the thinking of one of the world's leading management thinkers: especially in the area of action learning.
Overcoming Organizational Defenses
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.
Organizational Traps
Anyone who has spent time in an organization knows that dysfunctional behavior abounds. Conflict is frequently avoided or pushed underground rather than dealt with openly. At the same time, the same arguments often burst out again and again, almost verbatim. Turf battles continue for extended periods without resolution. People nod their heads in agreement in meetings, and then rush out of the room to voice complaints to sympathetic ears in private. Worst of all, when people are asked if things will ever change, they throw up their hands in despair. They feel like victims trapped in an asylum. And people often are trapped. But they are not trapped by some oppressive regime or organizational s...
Integrating the Individual and the Organization
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. This book examines how individuals in organizations can become more effective, in turn making organizations more effective. It explores the conventional pyramidal structure of organizations, in which there is top-down control by managers over workers, and examines their negative consequences. These include organizational injustice and eventually irrational decision-making. Argyris also discusses the characteristic learning system of the modern organiz...
Organizational Learning
A framework for organizational learning; Limited learning systems; Organizational learning; Partial models of intervention; Comprehensive intervention.
Teaching Smart People how to Learn
Learning is a function of how people reason about their own behaviour. This article by Chris Argyris shows how companies that focus on continuously improving their managers' and employees' reasoning patterns can improve employee problem-solving and therefore increase success.
Theory in Practice
"This book is a landmark in two fields. It is a practical guide tothe reform of professional education. It is also a beacon totheoretical thinking about human organizations, about theirinterdepAndence with the social structure of the professions, andabout theory in practice." -- Journal of Higher Education
Chris Argyris
Chris Argyris (b. 1923) was one of the key figures in the Human Relations Movement in the 1960s and 1970s; he is widely regarded as the founding father of the learning organization. His work has made substantial contributions to the understanding of organizational behaviour, organizational learning, and action research, and has deepened significantly our comprehension of experiential learning. Supplemented with the editors' introduction, which places the gathered work in its historical and intellectual context, this new collection from Routledge brings together in one volume all the best and most influential critical writing on Argyris.
