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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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Actions that Trap us

Actions that Trap us

Chapter:
(p.25) 2 Actions that Trap us
Source:
Organizational Traps
Author(s):

Chris Argyris

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199586165.003.0002

This chapter examines how people behave in ways that entrap them, by presenting cases in which people, using their own words, describe their actions in confronting a problem and what they were thinking and feeling at the time. It begins by discussing the left-hand-right-hand case method. It then presents five case studies that show the behaviour exhibited at the State Department and Intel is in fact ubiquitous. We entrap ourselves all the time — all the while thinking we are doing the best we can to solve problems effectively. Anyone with any experience at all with human conflict should recognize the problems presented here. This behaviour creates Traps that cause massive errors.

Keywords:   organizational behaviour, traps, leadership, organizational change, left-hand-right-hand case method

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