Chris Argyris Quotes

8 Sourced Quotes

Most people define learning too narrowly as mere problem-solving, so they focus on identifying and correcting errors in the external environment. Solving problems is important. But if learning is to persist, managers and employees must also look inward. The need to reflect critically on their own behaviour, identify the ways they often inadvertently contribute to the organisation's problems, and then change how they act.

Chris Argyris
Managers who are skilled communicators may also be good at covering up real problems.

Chris Argyris
Whenever undiscussables exist, their existence is also undiscussable. Moreover, both are covered up, because rules that make important issues undiscussables violate espoused norms... It is very difficult to manage [organizational defense routines]. They continue to exist and proliferate because they are relegated to the realm of underground management and all sides tacitly agree to this state of affairs. As a result, organizational defense routines often are very powerful

Chris Argyris
Success in the marketplace increasingly depends on learning, yet most people don't know how to learn.

Chris Argyris
Once employees base their motivation on extrinsic factors they are much less likely to take chances, question established policies and practices, or explore the territory that lies beyond the company vision as defined by management.

Chris Argyris
Human beings hold two types of theories of action. There is the one that they espouse, which is usually expressed in the form of stated beliefs and values. Then there is the theory that they actually use; this can only be inferred from observing their actions, that is, their actual behavior.

Chris Argyris
But today's dilemmas are even harder to deal with: autonomy vs. control; innovation vs. no surprises; participation and ownership vs. meeting deadlines; and job security vs. excess employees through job design

Chris Argyris
Learning can be defined as occurring under two conditions. First, learning occurs when an organisation achieves what it intended; that is, there is a match between its design for action and the actual outcome. Second, learning occurs when a mismatch between intention and outcome is identified and corrected; that is, a mismatch is turned into a match.... Single-loop learning occurs when matches are created, or when mismatches are corrected by changing actions. Double-loop learning occurs when mismatches are corrected by first examining and altering the governing variables and then the actions.

Chris Argyris