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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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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2019. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 11 November 2019

Generating Internal Commitment to Implementing Strategy

Generating Internal Commitment to Implementing Strategy

Chapter:
(p.173) 10 Generating Internal Commitment to Implementing Strategy
Source:
Flawed Advice and the Management Trap
Author(s):

Chris Argyris

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195132861.003.0011

This chapter explains how to generate internal commitment to implementing strategy using two illustrations. The first illustration shows how the making of strategic choices can be integrated with effective dialogue through the use of the theory of action described in this book. The integration was carried out by experts in each area. The results, according to the top management groups who participated, were very helpful. The second illustration integrates a section by Roger Martin, where he shows how a team process can be effective when the two experts are able to create Model II relationships among themselves. The fundamental role of the theory of action concepts and skills is to reduce the barriers to structuring effective strategic choices. Martin presents a framework for structuring choices in which Model II theory-in-use, Model II social virtues, and productive reasoning help to implement the strategic-choice processes more effectively.

Keywords:   Roger Martin, internal commitment, management groups, strategic-choice processes, dialogue, Model II

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