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Organizational traps : leadership, culture, organizational design / by Chris Argyris

By: Resource type: Ressourcentyp: Buch (Online)Book (Online)Language: English Publisher: Oxford ; New York : Oxford University Press, 2010Edition: Online-AusgDescription: Online-Ressource (1 online resource (ix, 214 p.))ISBN:
  • 9781283222945
  • 1283222949
  • 9780191616297
  • 9780199586165
Subject(s): Additional physical formats: 0199586160 | 9780199586165 | 1283222876 | Erscheint auch als: 9780199586165 Druck-Ausgabe | Druckausg.: Organizational traps. 1. publ. Oxford [u.a.] : Oxford Univ. Press, 2010. IX, 214 S.DDC classification:
  • 658.314
RVK: RVK: QP 340LOC classification:
  • HD58.7
Online resources: Summary: Chris Argyris explores why it is that the same conflicts are experienced in organizations, yet the issues are often never addressed and ignored. He shows how our behavior creates these 'organizational traps', and that while much writing on management also shows this, it doesn't focus on how to avoid these traps.Summary: Intro -- Contents -- Introduction -- What do Traps and their Consequences Look Like? -- Traps Can Lead to Disaster -- The Organization of This Book -- Part I. Why We Act Against Our Own Stated Interests -- 1. How We Deal with Difficult Situations -- The Department of State and Secretary Rusk -- Traps are Universal -- Intel Corporation -- Effects of Unilateral Leadership -- The Perniciousness of Traps -- 2. Actions that Trap us -- The Left-Hand-Right-Hand Case Method -- Directions for Completing the Left-Hand- Right-Hand Case -- A Preliminary View of the Cases -- Case 1: Submerging the Primary Issue -- Case 2: Closed to Learning -- Case 3: Competing Models -- Case 4: Easing In -- Case 5: The CIO and the IT Group -- Case 6: Advanced MBAs -- Conclusion -- 3. Causes of Traps -- A Theory of Action -- How We Create Traps -- How Model I Theory-in-Use and Defensive Reasoning Lead to Traps -- Conclusion -- Part II. How Conventional Approaches Bypass Traps-and What to Do About it -- Introduction -- 4. Leadership and Traps -- The Quantitative Approach -- Leadership: A Historiometric Approach -- Leadership: Qualitative Approaches -- Becoming a Conflict Competent Leader -- Narcissistic Leaders and Other Personality Types -- Appreciative Inquiry -- Competing Commitments -- Inadequacies of Current Management Research -- Conclusions -- 5. Culture, Leadership, and Traps (co-author Ian Smith) -- Productive and Counterproductive Cultures -- The Andy Case -- The Royal/Dutch Shell Case -- Reflecting on Cultures and Traps -- 6. Strengthening New Approaches -- Seeking Help from Outside Consultants -- The Collaborative Community -- Structural Approaches -- The Ambidextrous Organization -- Human Potential -- Conclusion -- Conclusion: Traps and the Human Predicament -- The Attempt to Find New Ways Forward -- Helping Moon Shots to Succeed -- The Human Predicament.PPN: PPN: 807341738Package identifier: Produktsigel: ZDB-26-MYL | ZDB-30-PQE | ZDB-89-EBL
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