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Flawed Advice and the Management TrapHow Managers Can Know When They're Getting Good Advice and When They're Not$
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Chris Argyris

Print publication date: 2000

Print ISBN-13: 9780195132861

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195132861.001.0001

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Generating Internal Commitment to Values

Generating Internal Commitment to Values

Chapter:
(p.158) 9 Generating Internal Commitment to Values
Source:
Flawed Advice and the Management Trap
Author(s):

Chris Argyris

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195132861.003.0010

This chapter describes how to generate internal commitment to values. Values form the core of any organization. And while the values that each firm organizes around will differ, a great deal of agreement exists among popular business book authors about how to create commitment to a set of values within an organization. Nearly all of them suggest something akin to the following: define the values clearly; communicate the values with the use of a multimedia network; have senior executives, and other powerful people, champion the values; and make sure that employees understand the values and accept them. Internal commitment is created when individuals have a significant influence on defining the goals to be achieved and the paths required to achieve them, when the goals represent a significant challenge, and when all these are related to the central values and needs of the individuals.

Keywords:   internal commitment, multimedia network, goals

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