Chris Argyris

people learning narrow problem-solving inward behaviour

"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 (1923-2013)

smart people learn invested proving

"Smart people don't learn... because they have too much invested in proving what they know and avoiding being seen as not knowing."

— Chris Argyris (1923-2013)

people responsible status quo resistant change trapped behaviour

"In fact, people themselves are responsible for making the status quo so resistant to change. We are trapped by our own behavior."

— Chris Argyris (1923-2013)

manager communicator covering up problems

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

— Chris Argyris (1923-2013)

learning necessary insufficient condition organizational

"Individual learning is a necessary but insufficient condition for organizational learning."

— Chris Argyris (1923-2013)

success marketplace depend learning people don't know

"Success in the marketplace increasingly depends on learning. Yet most people don't know how to learn."

— Chris Argyris (1923-2013)

learning conditions organisation action outcome mismatch

"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 (1923-2013)

human theories action espouse belief value action behavior

"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 (1923-2013)

employee motivation extrinsic risk vision explore

"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 (1923-2013)

undiscussable existence rules defence

"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 (1923-2013)