Action Science and Intervention/Comments/Reply

Individuals often base their actions on reasoning processes that contradict the processes they used to diagnose problems and create solutions. Thus, they are disconnected from their reasoning processes and are programmed to be this way, unaware of the program that keeps them unaware. As a result, be...

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Bibliographic Details
Published in:The Journal of applied behavioral science 1983-01, Vol.19 (2), p.115
Main Authors: Argyris, Chris, Lauderdale, Michael L
Format: Article
Language:English
Subjects:
Culture
Intervention
Learning
Organization development
Organization theory
Organizational behavior
Problem solving
Social change
Online Access:Get full text
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Summary:Individuals often base their actions on reasoning processes that contradict the processes they used to diagnose problems and create solutions. Thus, they are disconnected from their reasoning processes and are programmed to be this way, unaware of the program that keeps them unaware. As a result, behavioral environments emerge that are composed of increasing error and self-sealing processes that leave people feeling helpless. People react by creating distance between themselves and their personal responsibility and by creating an organizational culture that supports their behavior. An intervention strategy for beginning to deal with this problem was developed and tested in an organization in which an action-science activity was being conducted. The study differentiates between 2 kinds of learning: single-loop learning and double-loop learning. Lauderdale fears that the new rules Argyris would propose would be frustrating to individuals who would learn how they should respond to problems but are thwarted by social contexts that operate by the old rules. Argyris replies that such changes have value.
ISSN:0021-8863
1552-6879