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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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Critiquing Advice

Critiquing Advice

Chapter:
(p.99) 6 Critiquing Advice
Source:
Flawed Advice and the Management Trap
Author(s):

Chris Argyris

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195132861.003.0007

This chapter contains some new designs and approaches for appraising the performance of individuals. It shows how readers might critique the advice they receive from consultants or from popular business books. It critiques on one of the most thoughtful books on change, Taking Charge of Change: 10 Principles for Managing People and Performance. The second part of this chapter looks at a case where change professionals contend that the line managers are increasingly focusing on “the numbers” and ignoring the human factors that everyone agreed at the outset were so important.

Keywords:   human factors, consultants, change professionals, line managers

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