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Action science and organizational learning

Chris Argyris (The James Bryant Conant Professor Emeritus, Graduate School of Business, Harvard University, Boston, USA.)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 1 September 1995

Abstract

Describes how individuals hold theories which govern their actions and how these theories unintentionally create organizational defensive routines and inhibit learning. Presents an action science approach whereby consultant researchers can help individuals see their taken‐for‐granted theories, test them and then redesign their action in the light of their learning.

Keywords

Citation

Argyris, C. (1995), "Action science and organizational learning", Journal of Managerial Psychology, Vol. 10 No. 6, pp. 20-26. https://doi.org/10.1108/02683949510093849

Publisher

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MCB UP Ltd

Copyright © 1995, MCB UP Limited