Another book recommended by an OD academic and practitioner and described as making the undiscussible discussible, and a valuable aid in understanding how to overcome barriers to organizational change. Since most consulting and organization development has, at its purpose, the production of constructive change, this is a critical topic for consultants and OD practitioners.

One comment of note. In contrast to some of the other books on this page, Argyris may not be an easy read. Then again, this is a complex subject.

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Product Description

Must reading for academics and executives alike. Leading business scholar Chris Argyris helps readers understand why individuals and organizations are unable to learn from their action, then presents the steps that must be taken to change.

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Product Details

• Amazon Sales Rank: #70896 in Books
• Published on: 1993-04-15
• Original language: English
• Number of items: 1
• Binding: Hardcover
• 309 pages

Review
"Knowledge for Action is must reading for academics and executives alike. Chris Argyris once again demonstrates that he is the leading scholar in helping us understand why individuals and organizations are unable to learn from their actions and what steps must be taken to develop this essential capability. No executive who desires his organization to improve and learn continuously, or academic who wants to develop usable as opposed to merely useful theory, can do so without understanding the message of this book." (Michael Beer, professor of business administration, Harvard Business School)

From the Inside Flap
The landmark book Action Science introduced a revolutionary new theory of organizational problem-solving. Knowledge for Action turns this theory into practice. The landmark book Action Science introduced a revolutionary new theory of organizational problem-solving. Knowledge for Action turns this theory into practice. "Knowledge for Action is must reading for academics and exceutives alike. Chris Argyris once again demonstrates that he is the leading scholar in helping us understand why individuals and organizations are unable to learn from their actions and what steps must be taken to develop this essential capability. No executive who desires his organization to improve and learn continuously, or academic who want to develop usable as opposed to merely useful theory, can do so without understanding the message of this book."—Michael Beer, professor of business administration, Harvard Business School

From the Back Cover
The landmark book Action Science introduced a revolutionary new theory of organizational problem-solving. Knowledge for Action turns this theory into practice."Knowledge for Action is must reading for academics and exceutives alike. Chris Argyris once again demonstrates that he is the leading scholar in helping us understand why individuals and organizations are unable to learn from their actions and what steps must be taken to develop this essential capability. No executive who desires his organization to improve and learn continuously, or academic who want to develop usable as opposed to merely useful theory, can do so without understanding the message of this book."—Michael Beer, professor of business administration, Harvard Business School

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Customer Reviews

The one book to read on ending office politices
Argyris cuts to the heart of why organizations go wrong with a combination of passion and precision. Several authors who have written about effective teams and organizations such as Peter Senge and Gerald (Jerry) Weinberg regard Argyris's work quite highly, and rightly so. While other authors talk about and round the problems and issues, Argyris creates models which show not just what people do, but how they think. Other books in the field of Organizational Design that I have looked at appear dry as dust next to Argris. Readers should be cautioned, however, that Argyris is a academic and researcher -- reading his books requires work, but work well worth the effort. - Cortlandt Wilson, Software Consultan

Another attempt for racionality behind human behavior
I must confess I do not have psychological background. From my humble point of view, all books like this, look at "the good and rational background" of people. They have the premise that all the staff is doing their best but "strange forces" makes them not to get the optimum for the organization. So, the goal is overcoming those refraining forces. I do believe that behavior of people is headed for their own rational interest which is not always the best for the company. In adition, we are looking for rationality in behavior which is only part of the truth. Is not envy, jealousy, narrow-minded, stuborness and so on, part of human being behavior?. without them, we only have part of the great picture and so, remedies will not work properly. Apart from that, the book is well organized and explains clearly the models the author is working with and the methodology used. Premises are strong and goals interested which lead to good results (provided human being were not as they are).