Organizational Learning: A Theory of Action Perspective, Volume 2

action activities actually assumptions attempts attributions authors become begin behavior believe causal causes competence consequences construction consultant continue conversation corporate correct create culture deal defensive defensive routines described directors discussion double-loop learning effective environment error evaluations example existing experience explain feelings firm give going idea illustrate implementation important individuals inferences inquiry interaction intervention issues kind knowledge lead levels limited mean meetings Model norms observed occur organization organization's organizational inquiry organizational learning participants patterns performance planning positive possible practice practitioners present problem productive question reasoning response rules sense situation skills social strategy studies success tend theory theory-in-use thought tion tional top management treat turn understand valid values zational