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Organizational TrapsLeadership, Culture, Organizational Design$
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Chris Argyris

Print publication date: 2010

Print ISBN-13: 9780199586165

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780199586165.001.0001

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How We Deal with Difficult Situations

How We Deal with Difficult Situations

Chapter:
(p.10) (p.11) 1 How We Deal with Difficult Situations
Source:
Organizational Traps
Author(s):

Chris Argyris

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199586165.003.0001

We say we value openness, honesty, integrity, respect, and caring, but act in ways that undercut these values — not just once in a while, on very rare occasions, but regularly and routinely — whenever we face threatening or otherwise difficult situations. We then deny we are doing this and cover up our denial, thus trapping ourselves. This chapter presents two examples to document how this works. The first example discusses how people at the State Department behaved in the course of a new initiative put forth by Dean Rusk, Secretary of State. The second example is Andrew Grove's leadership actions during his tenure as Intel's CEO.

Keywords:   organizational behaviour, traps, Dean Rusk, State Department, Andrew Grove, Intel, leadership, organizational change

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