The burgeoning literature that has grown up around organizational learning in the past twenty-five years is either uncritical (treats the phrase "learning organization" as a catchword for whatever it is the front-running Japanese or other organizations are doing and whatever the rest of the world needs to do to catch up with them) or distant from practice, skeptical and non-perspective.

In this book, the approach to organizational learning is normative and practice-oriented. The authors are mainly interested in productive organizational learning: how this kind of learning can be generated in real-world organizations and how practitioners can help to foster it.

The theory given in this book is primarily based on two types of learning: single-loop and double-loop. The authors have borrowed the distinction between single and double-loop learning from W. Ross Ashby's "Design for a Brain" (1960).

On case studies of known companies, such as Intel, General Motors, etc., the authors show "primary inhibitory loops" that inhibit organizational learning, and "conditions for error", and how to avoid them. The following list gives the most common "conditions for error" and how to avoid them:

- Vagueness : Specify
- Ambiguity : Clarify
- Untestability : Make testable
- Scattered information : Concert
- Information withheld : Reveal
- Undiscussability : Make discussable
- Uncertainity : Inquire
- Inconsistency/incompatibility: Resolve

In part I, the authors introduce the conceptual framework, both for organizational learning and for the relationship between research and practice. In part II, they introduce and illustrate concepts central to limited learning. Part III presents a brief classroom-based example. Part IV is the review of the recent history of the field of organizational learning.

Despite of the brilliant content, the book which is marked as "Reprinted with corrections August, 1996", which I have (paperback), is awfully printed. It is really the eye-killer. And nevertheless, it has some typos. Please try to find a version which is not "Reprinted with corrections August, 1996".

This is the definitive book on how people politics preventorganisational learning, especially when a company needs a doubleturnround. That is a change of culture as well as strategy. Some of the early chapters are a bit heavily academic, but the pursuit is worthwhile if you want to understand how many big old western organisations stop working - instead of reinventing themselves - whenever a competitor dramatically changes the rules of the marketplace. The authors seem to imply that what they call double loop learning across every department of an organisation is both so laborious as a change process and requires such extraordinary levels of mutual trust that it might be better to raise an old organisation to the ground, and start from scratch. Their research is full of evidence why the last two decades have seen so much downsized leadership. One question that occurs to me is will their pessimistic conclusions hold true now that companies can use internal media like intranets to turn all employees' thinking around at the same time? If you would like to discuss this or other provocations relating to this work, I would be delighted to help form an interactive book discussion club.

Chris Macrae, editor of Brand Chartering Handbook and MELNET www.brad.ac.uk/branding/ E-mail me at wcbn007@easynet.co.uk

Learn by doing and reflecting upon that doing. Make sense to most of us. but can we esplain it? Most of us cannot!! But Argyris can, and in a sophisticated and cogent way! Adds greatly to a much needed insight into learning and learned. Thanks for your insights, Chris.

Argris, a professor of industrial psychology, has published some of the most practical and insighful works of psychology I know of. In the influential book "The Fifth Discipline" Senge devotes an entire chapter specifically to Argryis's ideas and Argyris's ideas show up all over that work. In attempting to apply Argyris's ideas in business I discovered (as have others) that it applies to many areas of my life. In the process I am becoming much more self-aware of my own feelings, objectives, and values and how they color my interactions with others -- on the job and in my personal life.

Argyris life work has focused on the role (or plight) of the individual in organizations. More than another of his other books, in "Reasoning, Learning, and Action" Argyris describes what he does in his seminars and with clients. The book is full of selections from transcripts of actual conversations along with an expert commentary in which the author shares with us thinking process. If I had to choose one and only one of Argyris's several books to recommend this is the one I would choose. In the preface to this book the author writes "I believe that social science should question the status quo and offer people alternatives that have been rare or not available but are highly valued (for example, systems with high trust, risk taking, and high internal commitment amoung the participants)." Argyris delivers on his intention.

- Cortlandt Wilson, Software Consultant, Cortlandt Software

Action Science (1985) is the result of a collaborative project by Chris Argyris, Robert Putnam and Diana McLain Smith. The authors' main objective was to produce a body of knowledge that would bridge the concepts between theory and practice, thought and action and science and common sense (Argyris, Putnam, and McLain Smith, p.1). The authors' collective experience and expertise establishes them as credible, competent and well versed in the field of leadership. I am convinced that as a group of professionals they are uniquely qualified to comment on the concepts, methods, and skills for research and intervention.Embedded in the text of this work is a tremendous amount of information that is documented and supported by research and established theories. I believe the authors did achieve what they set out to do and ended with a useable, comprehensive, and valid body of knowledge. The information presented in the tables and figures offers clarity and visual reference for data that may otherwise be confusing and frustrating.
Argyris and Schon in Educating the Reflective Practioner (1974) state, "All human beings - not only professional practitioners - need to become competent in taking action and simultaneously reflecting on this action to learn from it." In the process of doing this review, I became engaged in an exercise of self-reflection. I began the task of defining my professional behavior and can sum up my experience by asking what is it that I am doing, why I am doing it, how am I doing it and what I could do different to grow and learn. Finally, I would like to highlight passages that caused me to reflect on my professional practice and development.
1.The concept of double loop learning makes sense and is something I am going to attempt to increase my awareness level.
2. The explanation of espoused theory versus theory-in use conveys a level of unawareness (on the part of most professionals) concerning what they do in contrast to what they think or say they do.
3.Barriers that inhibit our learning are self erected coping mechanisms that may serve a purpose but they are not strategies that will help us grow or learn professionally.
One assertion explored in the text is that by identifying the barriers that exist in our communities of inquiry we might be more prepared to overcome these barriers (Argyris et al. p.89). By defining our barriers we become better equipped to overcome these barriers. In reading Action Science I engaged in a professional exercise of reflective thought. On every page there is material, concepts and theories that are worthy of reflection. I found myself engaged in reflective thought and self-discovery throughout the reading of this text.

This is an excellent book! Even though it is a little old (1976), this book is an excellent read for managers and leadership students alike. Arygis outlines his Model I / Model II paradigm that is essentially a build on MacGregor's Theory X/Theory Y from 1960. Argyis then uses these 2 theories as a vehicle to present double loop learning. His teachings are definitely applicable even today and are the foundations for a lot of the current understanding of learning organizations. A definite classic and a definite read!

I know about 70 consultants that have studied this book during one or two years, and their words about it are always the same: terrific, essential, the more important book, actual, and so... Almir Campos.

I already own five of the paperbacks in the Harvard Business Review series. The articles in it are really state-of-the-art in the field the book is about. And so it is in the case of the Harvard Business Review on Effective Communication. I appreciate the chance to read what the most important authors have to say in short articles, not in long books. The articles are long enough to understand and give many good ideas worth working on.

Though the collection of articles may at first seem sort of old (the oldest is from 1957), the content is very apropos for today. While building a Training Roadmap for our company, I found articles that I think will be extremely useful for a wide range of positions.

What first attracted me was the article on "Listening to People", where I found the clearest presentation on why our listening fails. Even better, it tells how we can improve our listening as a skill that has to be learned.

The next article on "How to Run a Meeting" was enlightening, almost literally! I rushed into my boss' office with new insights on why certain meetings had to be held and how they should run.

I haven't read word-for-word the whole book, rather I've read some others and skimmed some others. That sampling seems to indicate they're all of the same quality.

I must confess I do not have psychological background. From my humble point of view, all books like this, look at "the good and rational background" of people. They have the premise that all the staff is doing their best but "strange forces" makes them not to get the optimum for the organization. So, the goal is overcoming those refraining forces. I do believe that behavior of people is headed for their own rational interest which is not always the best for the company. In adition, we are looking for rationality in behavior which is only part of the truth. Is not envy, jealousy, narrow-minded, stuborness and so on, part of human being behavior?. without them, we only have part of the great picture and so, remedies will not work properly. Apart from that, the book is well organized and explains clearly the models the author is working with and the methodology used. Premises are strong and goals interested which lead to good results (provided human being were not as they are).

Argyris cuts to the heart of why organizations go wrong with a combination of passion and precision. Several authors who have written about effective teams and organizations such as Peter Senge and Gerald (Jerry) Weinberg regard Argyris's work quite highly, and rightly so. While other authors talk about and round the problems and issues, Argyris creates models which show not just what people do, but how they think. Other books in the field of Organizational Design that I have looked at appear dry as dust next to Argris. Readers should be cautioned, however, that Argyris is a academic and researcher -- reading his books requires work, but work well worth the effort. - Cortlandt Wilson, Software Consultan

Chris Argyris presents a classic in organizational learning. Some of the concepts explored and researched here form the basis for some of the priciples of the Learning Organization. Argyris discussion of theories-in-use, social virtues and skilled incompetence is a fascinating and eye-opening exercise.

However, the book is written by an academician largely for academicians. If you want 'easy' reading this is not the book for you. If you are, on the other hand, serious about organizational learning, change and human performance, then this book should definitely be on your book-shelf.

The Book is organized into 9 chapters:
1. Puzzles.
2. Human Theories of Control: Skilled Incompetence.
3. Organizational Defensive Routines.
4. Fancy Footwork and Malaise.
5. Sound Advice: It Compounds the Problem.
6. reducing the Organizational Defense Pattern.
7. Making the New Theory of Managing Human Performance Come True.
8. Getting from Here to There.
9. Upping the Ante.

Chris Argyris' work is essential reading for the executive who truly wants to leverage his/her organization's culture and workforce capability into the ultimate long-term competitive advantage.

Like it or not, unsticking "stuck" cultures is what stands between executives who ultimately deliver versus those who merely ride the gravy-train for the first 2 years of a 5 year contract before getting fired. So listen up: with Knowledge Workers the "soft stuff" IS the meat & potatoes!

Also, Argyris is also essential reading for anyone who is considering the use of the 360-Feedback tool. In my book, 360 is a powerful tool that is *dangerous* in the wrong hands; particularly if it's used in an unhealthy culture. The effective manager for the Information Age has to have atleast "some" competence in organizational psychology --in addition to having an external O.D. (Org Development) professional on retainer to get the org initially "unstuck" and keep it that way until things are back on track.

Argyris is an Industrial / Organizational Psychologist (I/O P) and OD guru with heavily sociological and cognitive psychology leanings. Argyris is the "OD person's OD person"; his career goes back to the 1950's. Argyris has devoted his life to these 2 key goals: (1)understanding what is required to integrate the individual into the collective (highly relevant in the era of the Knowledge Worker) and (2)how to monitor & measure progress in this regard in a way that produces "ACTIONABLE knowledge" for continuously improving this integration process. With Argyris -- the rubber meets the road and traction is imminent.

Argyris' later work can be grouped into a "quartet" of books. However the reader should be cautioned because Argyris writes under 2 potentially frustrating assumptions: (1)that the reader is atleast a Master's Degree level person in I/O P; (2)that the reader has read his previous books and is thus ready to tackle the new material at hand. However, I'm delighted to point out that -- with the proper reading approach -- a non-OD everyday-manager-type can read and understand The Argyris Way without too much difficulty. The secret is to read atleast 2 of Argyris' books in the proper order. I prescribe 2 approaches to tackling Argyris: 1 for non-OD people (managers & executives) and 1 for OD people (the propeller-heads who actually know this stuff). Here they are:

(BOOK 1) Argyris "Overcoming Organizational Defenses" c1990. This is a McDonald's drive thru version of the much more involved 1985 release cited as book # 4 below. This is the starting point for everyday managers & executives who are thinking about engaging an OD person for their organizations but do not plan on being I/O P people themselves. The price to understand the Argyris way will be paid here -- and it is a price very much worth paying. If you're new to I/O P, plan on 5 full evenings of reading to get thru this 1st book -- and in the process you will have read the book thru twice. Don't have that kind of time you say? Either MAKE the time or The Law of Darwin will soon be awarding your job to someone else!

(BOOK 2) Martin Seligman's "Learned Optimism 2ed" c1998. Get a high-level understanding of the difference between cognitive versus behavioral psychology. Otherwise, to not read this book in tandem with the Argyris work will leave the reader open to error by assuming outdated behaviorist psychology norms (which is the error that presently pervades Human Resources' thinking in the areas of performance management and compensation). This book can be read in 2 nights.

(BOOK 3) Argyris "Knowledge for Action" c1993. This takes the reader through a complete, comprehensive real-life diagnosis and intervention process using the tenets presented in book #1 above. This book can be read in a couple of afternoons assuming that the price has already been paid by reading book #1. Non-OD people can stop their reading here.

(BOOK 4) Argyris "Action Science" c1985. This is the full scholar's version of his I/O P approach and will take 2 weeks of evenings to get through. For an OD, I recommend reading this 1st before Argyris "Overcoming".

(BOOK 5) Argyris "On Organizational Learning, 2ed" c1998. Note that this is a different book from "On Org Learning 2: Theory, Method & Practice" c1995. Strictly for OD people, this is a comprehensive survey & critique of present literature and approaches in the OD field. Of particular value is his treatise of Edgar Schein's work and re-emphasizing the value of sociology in the science of psychology.

I'll close by paraphrasing the Argyris model here as a teaser. There are 2 states of Human reasoning:
Model 1 = intra-personal BEFORE inter-personal (defensive / independent)
Model 2 = intra-personal .AND. inter-personal (productive / synergistic)

I'll also add in a 3rd state as my own corollary:
Model 3 = intra-personal AFTER inter-personal ( "Divine" )

Model 3 is beyond man's capability, Model 2 would be Stephen Covey's 7 Habits in action at rung 6 on the effectiveness ladder, and Model 1 is the actual/default "selfish" pattern of most people today -- thanks to the psychological conditioning of countless centuries prior to the Information Age.

Borrowing from Seligman, the younger Baby-Boomers and later generations are the 1st in the history of the world to "have the choice" to be knowledge workers. This throws people together into complex social systems that require a new level of communication ability that's new to man as a species and is currently not taught in schools. As a survival mechanism, mankind's default behavior is Model 1 -- even though he will verbally claim Model 2 or even Model 3. Overcoming defensive Model 1 behavior is an effort that requires years of committed work -- BUT IS THE VERY GATEWAY to functioning in the more mature organizational structures that lay beyond command-and-control (such as empowered workgroups); and that offer so much promise to knowledge-intense organizations.

A final caution: moving the organization from Model 1 to Model 2 is a project that should be treated with the seriousness of any other project -- as a set of value-based deliverables that are defined ahead of time and whose ultimate realization is preceeded by the conscientious commitment of resources. And because of the emotional aspects of the project early-on -- for the 1st 1 to 2 years the OD interventionist should be a person completely external to the organization -- or else the project is guaranteed to fail. Executive sponsorship alone will not be enough.

The author presents tools to examine advices from executives, change consultants, academics, etc., and offers four basic tests for the actionability of advice. The good advice should specify the detailed, concrete behaviors required to achieve the intended consequences; it must be crafted in the form of designs that contain causal statements; people must have, or be able to be taught, the concepts and skills required to implement those causal statements; and the context in which it is to be implemented does not prevent its implementation.

Argyris' theory of good advice, being highly practical and actionable, is based on the author's theoretical framework of "Model-II", exposed in his book "Organizational Learning II", co-authored with Donald Schoen.

The book does also contain a brilliant section about effective strategic choices, written by Roger Martin in very friendly tone. A high-quality strategic choice, according to Martin, possesses four key attributes: it is genuine; it is sound; it is actionable; and it is compelling. The section uncovers these principles in details.

The book shows the difference between external and internal employee commitment to the advices and helps to create and foster internal commitment.

You can test the actionability of the advices given in this book using these advices themselves.

I would recommend "Organizational Learning II: Theory, Method and Practice" prior to reading this book. I would also recommend "Leading the Revolution" by Gary Hamel in addition to these books.

Since you have an idea what this book is about from the other reviewers, I'll stick to my opinion of it rather than rehash what others have written.

It helped me a lot to know a bit of Argyris' other works (see his articles in Harvard Business Review for the quickest review), and also, to have read the works he critiques. While he always has such superb insights, including asking all the right questions that expose gaps in the business guru's works, because of the writing style (what it leaves out and what jumps it makes), it requires a bit of background if you're not familiar with his main points.

In any case, anyone who fancies him/herself a business consultant, or anyone who gives advice in any context, professionally or even to partners/kids/neighbors, should check out what Argyris has to say. You may find that you're not having the effect you believe you are. And that effect is like waking up from sleepwalking down the middle of a dark but busy road at night, without a flashlight.

I recommend everything that Chris Argyris writes. This is no exception. This book has insight about management advice that reminds me of the work of Alfred Kieser at the University of Mannheim (Germany). I highly recommend the work of both Argyris and Kieser.

Dr. Michael Beitler
Author of "Strategic Organizational Change"

The title is very interesting and so is the article. The article walks through the reason why smart people can't (won't) learn and describes an approach for breaking through this mode of thinking.

The basic premise is that people with high levels of education have learned to play the learning game. They can't or won't admit they don't know something because in essence they would have to admit failure. They often become defensive in the face of failure and displace (rationalize) the blame for failure rather then looking for the root cause and examining their own involvement in the failure.