Chris Argyris

Information about Chris Argyris

Published on August 5, 2010

Author: mrnelson



Chris Argyris : Christine HessMichael NelsonKelly Turney HRD 870 Chris Argyris Background : Born in Newark, New Jersey on July 16, 1923 Graduated with a B.A. in Psychology from the University of Worcester in 1947 M.A. in Psychology and Economics from Kansas University in 1949 Ph.D. in Organizational Behavior from Cornell University in 1951 Background Post-graduate work : Maintained career working in the world of education After graduating from Cornell in 1951, Argyris became a faculty member at Yale University, serving as Beach Professor of Administrative Sciences and then Chairperson of the Administrative Services Department. Post-graduate work Continued : In 1971, Argyris left Yale to work at Harvard Currently James Bryant Conant Professor of Education and Organizational Behavior at Harvard University’s Business School. Additionally, Argyris is the Director Emeritus of the Monitor Company, a large consulting group based out of Cambridge, Massachusetts Continued Single-looped and Double-looped learning : Developed alongside Donald Schön Basis for much of Argyris’s work Hypothesized that learning is composed of finding an error and creating a way to correct the error Theory dealt with how we problem solve and correct errors Many people look for another strategy that will address and work within governing variables Single-looped and Double-looped learning Single-loop Learning : When something goes wrong or fails, many people search for another strategy that will address and work within the governing variables This is single-loop learning Goals, values, plans, and rules are assumed and accepted rather than questioned Single-loop Learning Single-looped Learning Continued : Argyris sums things up in this statement:“Single looped learning is like a thermostat that learns when it is too hot or too cold and turns the heat on or off. The thermostat can perform this task because it can receive information, the temperature of the room, and take corrective action” (Infed). Single-looped Learning Continued Double-loop learning : Alternative to single-loop learning involving questioning the variables of the problem themselves, leaving them open for criticism This leads to altering the variables, shifting the way outcomes and strategies are viewed This creates alternatives and solutions that weren’t perceived at first Double-loop learning Which is better? : Different situations require different methods for problem solving. Argyris did find organizations lacked double-looped learning Argyris felt double-looped learning was essential in making informed decisions in situations which change rapidly. Which is better? How do we control this? : Argyris and Schön continued to develop methods to promote or inhibit specific types of their learning theories. Model I was designed to inhibit double-loop learning Model II is used to enhance double-loop learning Argyris’s research attempted to move people from Model I to Model II How do we control this? Model I : Control the task and environment Protect self and others This is obtained by advocating courses of action which dampen inquiries and treating one’s own view as correct Consequences: Defensive relationships Low freedom of choice Little public testing of ideas Reduced creation of valid information Model I Model II : Ability to call upon verifiable quality data and make inferences Uses internal commitment and ability to make informed choices Share control and allow participation in design and implementation. This is obtained by attribution and evaluation of observable data, surfacing conflicting views, and encouraging public testing of evaluation. Consequences: Minimally defensive relationships High freedom of choice Increased likelihood of double-loop learning Model II Organizational Learning : Argyris and Schön further operationalized their theory Felt each worker needed build their own view of the theory-in-use of the entire organization. This gives workers a better understanding of their “piece of the puzzle” to complete the image of the company Compared to a cell, if one cell does not complete its role, the entire organism fails Organizational Learning Phases of Converting Organizations : Argyris suggested the following steps to convert an organization from single-loop to double-loop Mapping the problem Internalization of the map Test the model Invent solutions Produce the intervention Study the impact Phases of Converting Organizations Works Cited : Action Science News. (n.d.). Retrieved 07 2010, from Chris Argyris: Infed. (n.d.). Retrieved 07 2010, from Chris Argyris: Jain, K. V. (2009). Report On Theories and Contribution of Chris Argyris . Montior Group. (n.d.). Retrieved 07 2010, from Monitor Group: Western Libraries. (n.d.). Retrieved 07 2010, from Chris Argyris: Works Cited

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