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"Argyris has once again challenged my thinking, theories, and advice. Despite an explosion of books and articles about how to lead, improve organizational effectiveness, and change culture, we continu

What is the purpose of social science and management research? Do scholars/researchers have a responsibility to generate insights and knowledge that are of practical (implementable) value and validity

Flawed Advice and the Management Trap: How Managers Can Know When They're Getting Good Advice and When They're Not is the first book to show how and why so much of today's business advice is flawed, a

曾獲選《哈佛商業評論》年度十大商業好書 原文書名 Flawed Advice and the Management Trap，按字面意思即是「瑕疵理論與管理陷阱」，它一語道破企業得到的建議總是破綻百出，經理人究竟該如何因應化解、如何評量貌似完美的諮詢建議，本書堪稱出版史上的創舉。 學者跟企業管理實務工作者都同意，越過千禧年的企業，經營作風不能再是二十世紀的老套。根據一般的建議，跨世紀的企業要有

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 a

First published in 1972, this is a searching critique of work by both sociologists and psychologists on organisational structure and behaviour. Professor Argyris - although examining many different viewpoints - focuses in depth on five major writers on the subject: John Goldthrope, Peter Blau, James Thompson, Charles Perrow and David Lockwood, and analyses the practical, policy-making implications they draw or which would logically follow from their theoretical position. Asserting that research work on complex organizations has failed to integrate the sociological and psychological level of analysis - ignoring the importance of individual personality, group dynamics and interpersonal relationships - the author argues that this is self-defeating for sociological research; that it questions many of the findings of sociologists; and leads to their work in fact unintentionally maintaining the status quo as conceived by scientific management. A challenging and stimulating contribution to

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 informatio

本書旨在將組織變革的理論付諸實踐。在這本書中，學術泰斗阿吉裡斯幫助我們瞭解為何個體和組織無法從自身行為中學習，以及採取怎樣的步驟才能培養這項關鍵能力。本書分為三個部分和一個附錄。第一部分聚焦於組織、群際、群體、個人層面的習慣性防衛。第二部分聚焦於對組織的診斷和幹預，通過諮詢公司的案例研究，闡述了如何診斷董事的習慣性防衛，並且描述了這些防衛對整個組織的學習造成的影響。第三部分講述了其後五年發生的事情，其中挑選了在五年中發生變革的五個榜樣。附錄討論了從創造“可行動的知識”的研究中得到的啟示。