Chris Argyris: theories of action, double-loop learning and organizational learning. The work of Chris Argyris () has influenced thinking about the relationship of people and organizations, organizational learning and action research. Here we examine some key aspects of his thinking.
contents: introduction · life · theories of action: theory in use and espoused theory · single-loop and double-loop learning · model I and model II · organizational learning · conclusion · further reading and references · links · cite
Chris Argyris has made a significant contribution to the development of our appreciation of organizational learning, and, almost in passing, deepened our understanding of experiential learning. On this page we examine the significance of the models he developed with Donald Schön of single-loop and double-loop learning, and how these translate into contrasting models of organizational learning systems.
Life
Chris Argyris was born in Newark, New Jersey on July 16, and grew up in Irvington, New Jersey. During the Second World War he joined the Signal Corps in the U.S. Army eventually becoming a Second Lieutenant (Elkjaer ). He went to university at Clark, where he
Introduction
Chris Argyris was a pioneering psychologist whose work significantly influenced the fields of organizational development, learning, and management. Known for his theories on organizational behavior and learning, Argyris introduced concepts that have had a lasting impact on how organizations function and how individuals within those organizations learn and grow. His key contributions, such as the theories of single-loop and double-loop learning, have become foundational in understanding organizational dynamics and fostering effective change.
Early Life and Background
Chris Argyris was born on July 16, , in Newark, New Jersey. He was the son of Greek immigrants, which instilled in him a strong work ethic and a deep appreciation for education. Argyris attended Clark University, where he earned his Bachelor’s degree in Psychology in He then went on to earn a Master’s degree in Economics from Kansas University in , followed by a Ph.D. in Organizational Behavior from Cornell University in
Argyris’s early life was marked by significant experiences that shaped his interest in psychology and organizational behavior. Growing up during the Great Depression, he witnessed f
Chris Argyris: Espoused Theory vs Theory in Action
· systems-thinking-2
I’ve previously come across his name while reading The Fifth Discipline but I didn’t realise how interesting his work actually is.
The world view and values people believe their behaviour is based on.
The world view and values implied by their behaviour, or the maps they use to take action.
There are two areas that really stood out for me when I read these definitions.
Interviews
In face to face interviews the candidate is likely to give an answer based on their espoused theory of the world and hence can come across as being very good if they know the type of answers you’re looking for.
I’ve interviewed a couple of people over the last few years where I couldn’t find fault with any of the answers being given but I was convinced that they weren’t giving me an accurate picture of the candidate. The answers were too perfect.
Luckily we have an opportunity to get a closer look at a candidate’s theory in action in the pair programming interview that we do.
I believe HashRocket take this even further by having candidates pair with their team for a week before they potentially ge
What&#;s the difference between espoused theories and theories in use?
The short answer is ego.
Organisations, teams, and individuals (including ourselves) have a habit of claiming to operate according to a set of theories that apply to our work. With the best of intentions, we set out to do our business based on a set of assumptions we would like to be true.
In fact, observation of what actually happens will usually reveal something different. In a perspective first articulated by Chris Argyris, we operate according to a rather different set of assumptions—our &#;theories in use.&#; It&#;s these theories-in-use that govern what is really done.
For example, espoused theories might be around customer service. In some organisations, unfortunately, the theories in use might have more to do with profit maximisation. The result is a debilitating disconnection between what management claims to be about and what it&#;s really about.
When challenged on this, leaders will typically resist admitting what drives them isn&#;t what they would like it to be. Their ego won&#;t let them.
Unaddressed, ego will maintain the discrepancy between espoused theories and theories in use, prevent
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