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Organizational learning II : theory, method and practice / Chris Argyris, Donald A. Schön.

By: Contributor(s): Material type: TextTextLanguage: English Series: Addison-Wesley series on organization developmentPublisher: Reading, Mass. Addison-Wesley, 1995Description: 305 sISBN:
  • 0201629836
Subject(s): Genre/Form:
DDC classification:
  • 658.3124 22
Contents:
Part I. An introduction to organizational learning.; What is an organization that it may learn? --; Turning the researcher/practitioner relationship on its head --; The mercury case: what facilitates or inhibits productive organizational learning --; Part II. Defensive reasoning and the theoretical framework that explains it--Model I and O-I.; Defensive reasoning in individuals --; The case of the CIO: primary and secondary inhibitory loops --; Part III. Inquiry-enhancing intervention and its theoretical basis; Prologue. Intervention toward O-II learning systems --; The classroom: intervention for learning and research --; A comprehensive Model II intervention --; Part IV. Strengths and weaknesses of consultation and research in the field of organizational learning; Prologue.; The evolving field of organizational learning --; Making sense of limited learning --; Strategy and learning: making prescriptions actionable by Wim Overseer --; Afterword.
Holdings
Item type Current library Collection Call number Status Date due Barcode Item holds
Book Högskolan Väst Våning 3 Våning 3 658.3124 Argyris Available 231667960058A
Total holds: 0

Utökad och uppdaterad utg. av: Organizational learning : a theory of action perspective / Cris Argyris, Donald A. Schön. Reading, Mass : Addison-Wesley, cop. 1978

Part I. An introduction to organizational learning.; What is an organization that it may learn? --; Turning the researcher/practitioner relationship on its head --; The mercury case: what facilitates or inhibits productive organizational learning --; Part II. Defensive reasoning and the theoretical framework that explains it--Model I and O-I.; Defensive reasoning in individuals --; The case of the CIO: primary and secondary inhibitory loops --; Part III. Inquiry-enhancing intervention and its theoretical basis; Prologue. Intervention toward O-II learning systems --; The classroom: intervention for learning and research --; A comprehensive Model II intervention --; Part IV. Strengths and weaknesses of consultation and research in the field of organizational learning; Prologue.; The evolving field of organizational learning --; Making sense of limited learning --; Strategy and learning: making prescriptions actionable by Wim Overseer --; Afterword.

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