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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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Inconsistent and Unactionable Advice

Inconsistent and Unactionable Advice

Chapter:
(p.15) 1 Inconsistent and Unactionable Advice
Source:
Flawed Advice and the Management Trap
Author(s):

Chris Argyris

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195132861.003.0002

This chapter describes and reviews some inconsistent and unactionable advice from Stephen Covey's Seven Habits of Highly Effective People. It also looks at developing effective groups and meetings with Doyle and Strauss, Real Change Leaders (RCLs) by John Katzenback, Transforming Organizations by Kotter, as well as considering executive insight. In Covey's case, it is not clear how a combination of trust and mistrust, accompanied by cover-ups, will bring out the best in people. Nor is it possible to know when patience is a defense. In Doyle and Strauss, it is not clear what the cues are that would lead an advisor or leader to become convinced that a group needs help. RCLs are said to empower everyone by requiring results and accountability, yet their own words strongly suggest this is not the case. RCLs are said to be both tough and participative, yet their own statements do not illustrate this claim.

Keywords:   Steven Covey, Real Change Leaders, John Katzenback, Doyle, Strauss, Kotter, executive insight

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