Organizational Learning: A Theory of Action Perspective, Volume 2

action research action strategies Activity-Based Costing apheresis Argyris assumptions attributions become behavioral world Burgelman Business Process Reengineering bypass causal Citadel conflict consequences consultant conversation corporate create culture decentralization described dialogue directors discussion double bind double-loop learning DRAM business effective environment error espoused theory evaluations example experience feelings firm firm's ganizational idea illustrate implementation individuals inferences inhibitory loops Intel interaction interpersonal intervention issues kind lead learning organization learning system levels limited learning Model Model II nizational norms observed orga organization's organizational defensive routines organizational inquiry organizational theory-in-use outcomes participants patterns phenomena practice practitioners probing problem productive organizational learning response selectively inattentive sense situation skills social Strategic Management subordinates tend theories-in-use theory of action tion tional top management undiscussable valid values wicked problems zational