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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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Leadership and Traps

Leadership and Traps

Chapter:
(p.88) 4 Leadership and Traps
Source:
Organizational Traps
Author(s):

Chris Argyris

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780199586165.003.0004

This chapter addresses the question: what advice would those seeking to reduce Traps get by reading the research on leadership written by some of our most celebrated and widely read researchers and experts? It argues the advice provided by highly respected researchers is, at best, able to solve single-loop problems. The advice is inadequate to diagnosing and reducing Traps. The authors do not make such inadequacies transparent because they do not present theory-in-use methodologies that distinguish between Model I theory-in-use and defensive mindset from Model II (or its equivalent) and a productive reasoning mind-set. Without such distinctions, reducing Traps is unlikely. Given the research methods described in the chapter, the executives will not be aware that they have been bypassing important problems.

Keywords:   organizational behaviour, traps, Model I theory-in-use, Model II theory-in-use, leadership, theory-in-use methodology, defensive reasoning, productive reasoning

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