On organizational learning / Chris Argyris.

Introduction: The evolving field of organizational learning -- Organizational defenses. Making sense of limited learning -- Tacit knowledge and management -- Why individuals and organizations have difficulty in double-loop learning -- Crafting a theory of practice: the case of organizational paradoxes -- Today's problems with tomorrow's organizations -- Teaching smart people how to learn -- A leadership dilemma: skilled incompetence -- Inhibiting organizational learning and effectiveness. Organizational learning and management information systems -- Strategy implementation: an experiment in learning -- How strategy professionals deal with threat: individual and organizational -- The dilemma of implementing controls: the case of managerial accounting -- Human problems with budgets -- Bridging economics and psychology: the case of the economic theory of the firm -- The counterproductive consequences of organizational development and human resource activities. Good communication that blocks learning -- Reasoning, action strategies, and defensive routines: the case of OD practitioners -- Inappropriate defenses against the monitoring of organization development practice -- Do personal growth laboratories represent an alternative culture? -- The inhibition of valid and usable information from the correct use of normal science. Actionable knowledge: design causality in the service of consequential theory -- Field theory as a basis for scholarly consulting -- Unrecognized defenses of scholars: impact on theory and research -- Seeking truth and actionable knowledge: how the scientific method inhibits both -- Problems and new directions for industrial psychology -- The incompleteness of social-psychological theory: examples from small group, cognitive consistency, and attribution research -- Dangers in applying results from experimental social psychology -- Making knowledge more relevant to practice: maps for action -- Participatory action research and action science compared -- Some unintended consequences of rigorous research