Organizational Learning II: Theory, Method, and Practice, 2nd edition

Published by FT Press (October 4, 1995) © 1996

  • Chris Argyris Harvard University
  • David A. Schon Massachusetts Institute of Technology
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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.

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.

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