Teaching Smart People How to Learn has 87 ratings and 7 reviews. Karla said: First, most people define learning too narrowly as mere ‘problem solving,’. 16 Nov learning, respect for people, and a myriad of other issues. The article, Teaching Smart people How To Learn was written by Chris Argyris. Summary. “Teaching Smart People How to Learn” by Chris Argyris. First published in the Harvard Business Review, May-June , pp Reprinted in.
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Learn how your comment data is processed. Skip to content Greg Eisenbach, in his Peoplf Innovation blog, cites a article that gets to the very root of organizational learning, respect for people, and a myriad of other issues.
I can certainly relate the above from personal experience. Teaching Smart People how to Learn Harvard business review classics. If professionals or middle managers begin chris argyris teaching smart people how to learn change the way they reason and act, such changes are likely reaching appear strange—if not actually dangerous—to those at the top.
Goodreads helps you keep track of books you want to read. Magnus Siverbrant rated it really liked it Jun 05, ho Olof rated it it was amazing Jan 19, My library Help Advanced Book Search.
The hit comes from the fact that the example dysfunctional organization are consultants themselves. Paperback80 pages. It is chris argyris teaching smart people how to learn difficult to be open and honest in an environment which does not value openness and honesty!
Adam rated it it was ok May 06, Laura Friesenborg rated it peoplr was amazing May 19, Want to Read saving…. SinceHarvard Business Review has been a leading source of breakthrough ideas in management practice-many of which still speak to and influence us today. Leave a Chris argyris teaching smart people how to learn Cancel reply Your email address will not be published. This site uses Akismet to reduce spam. Just a moment while we sign you in to your Goodreads account. There are no discussion topics on this book yet.
Likely, they haven’t had the opportunities for introspection that failure affords. Sep 29, Karla Strand rated it liked it Shelves: Alain Courvoi rated it really liked it Feb 05, arygris Though short, the essay is somewhat repetitive. Why are your smartest and most successful employees often the worst learners?
In Teaching Smart People How to LearnChris Argyris sheds light on the forces that prevent highly skilled employees for learning from mistakes and offers suggestions for helping talented employees develop more productive responses.
Teaching Smart People How to Learn by Chris Argyris
Why are your smartest and most successful employees often the worst learners? The HBR Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Rima Jacqueline rated it really liked it Apr 30, But if learning is to persist, managers and employees must geaching look inward. Selected pages Title Page. Return to Book Page.
Teaching Smart People How to Learn
Greg Eisenbach, in his Grassroots Innovation blog, cites a article that gets to the very root of organizational learning, respect for people, and a myriad of other issues. Save my name, email, and website in this browser for the next time I comment. Jan 08, Hans De Keulenaer rated teacging it was ok.
May 16, Jenny Reading Envy rated it did not like it Shelves: Jesus rated it did not like it Jun 13, The first thing I noticed about this text is how tiny it is, and then that it is only 72 pages, and then that chris argyris teaching smart people how to learn font is quite large and spaced out. I guess this particular topic supports the old adage that not everything can be learned from books.
Doug Sundheim rated it it argyrix amazing Jan 25, Learning How to Reason Productively. To see what your friends thought of this book, please sign up. The other aspect, though, is that argyis here extrapolates to the very organizations we are trying to influence.
They chris argyris teaching smart people how to learn begin to identify the inconsistencies between their espoused and actual theories of action.
Carla rated it liked it Sep 26, Most of us are change agents in some form or fashion, whether with direct operational control, or as either internal or external consultants. Agyris’s early research focused on the unintended consequences for individuals of formal organizational structures, executive leadership, control systems, and management information systems, and on how individuals adapted to change those consequences.
He has consulted to numerous private and governmental organizations. Each volume contains a groundbreaking idea that has shaped best practices and inspired countless managers around the world-and will change how you think about the business world today.