Organizational traps : leadership, culture, organizational design /
"Chris Argyris is a master of revealing the universal dysfunctionalities of organizations and the challenges of dealing with them. Here he picks up the theme of Organizational Traps and successfully links them to issues of leadership, culture, and organizational design. Once again Argyris offer...
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| Format: | eBook |
| Language: | English |
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Oxford ; New York :
Oxford University Press,
2010.
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| Online Access: | Connect to the full text of this electronic book |
| Summary: | "Chris Argyris is a master of revealing the universal dysfunctionalities of organizations and the challenges of dealing with them. Here he picks up the theme of Organizational Traps and successfully links them to issues of leadership, culture, and organizational design. Once again Argyris offers us insights in how to understand and tackle them."--Andrew M Pettigrew, Professor of Strategy and Organization, Said Business School, University of Oxford.--Book jacket "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 arguments often burst out again and again, almost verbatim. Turf battles continue for extended periods without resolution. People nod their heads in agreement in meetings, and then rush out of the room to voice complaints to sympathetic ears in private. Worst of all, when people are asked if things will ever change, they throw up their hands in despair. They feel like victims trapped in an asylum. And people often are trapped. But they are not trapped by some oppressive regime or organizational structure that has been imposed on them. They are not victims. In fact, people themselves are responsible for making the status quo so resistant to change. We are trapped by our own behavior. Researchers and practitioners have often reflected on these things, but there is a puzzle. On the one hand, there is substantial agreement that these traps are counterproductive to effective performance. On the other hand, there is almost no focus on how organizational traps can be prevented or reduced. This book argues that whatever theory is used to describe and understand such organizational traps should be used to design and implement interventions that reduce and prevent them."--Publisher description |
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| Physical Description: | 1 online resource (ix, 214 pages) |
| Bibliography: | Includes bibliographical references (pages 201-206) and index. |
| ISBN: | 9780191616297 019161629X 9780199639649 0199639647 9781283222945 1283222949 |