Knowledge for Action

The landmark book Action Science introduced a revolutionary theory of organizational theory of organizational inquiry that demonstrated ways to solve problems, enhance human development and learning, and promote individual, organizational, and social change. Now, Chris Argyris translates the powerful theoretical approach presented in that work into practical advice for researchers and managers.

Knowledge for Action presents a step-by-step description of how to assess an organization's capacity to learn, analyze the data, and design and implement effective interventions that help create a more dynamic and innovative organization. Argyris demonstrates how his proven research methods produces actionable knowledge — knowledge that tests the validity of the research methods themselves when used in day-to-day operations — and calls for a genuine partnership between professionals and researchers both to implement the research properly and to test its results in everyday life.

Using a detailed case study of a professional service organization, Argyris illustrates how to reduce counterproductive politics and implement change from the top down. Drawing from interviews with and observations of top management, he shows how to identify and correct defensive routines and political problems that occur in organizations. By presenting transcripts of actual discussions, the author reveals how previously "undiscussable" problems can be resolved and how adversarial relationships can be turned into productive partnerships. He includes checklists, charts, and scoring procedures that researchers and line managers can use to make lasting change to the status quo.

• Introduction: Action and Learning
• Part One: Uncovering Roadblocks to Improvement
1. Ineffective Learning in Organizations
2. Defensive Routines That Limit Learning
• Part Two: Diagnosing and Intervening in the Organization
3. Step One: Interview and Observe the Players
4. Step Two: Organize the Findings for Learning and Action
5. Step Three: Conduct Meaningful Feedback Sessions
6. Step Four: Facilitate the Change Seminar with Live Cases
• Part Three: Using Key Learnings to Solve Problem Situations
7. Explosive Relationships: Stopping Button Pushing
8. Mistrust: Overcoming Resentment and Rebuilding Trust
9. New Team Leadership:  Managing the Clash of Expectations and Needs
10. CEO's Performance Review: Getting Feedback from Below
11. Managing Exchanges That Could Go Ballistic: Discussing and Correcting Out-of-Control Routines
12. Conclusion: A Model for Change and Improvement
• Appendix: Design Causality: Explaining, Acting On, and Integrating Diverse Perspectives