Inner Contradictions of Rigorous ResearchAcademic Press, 1980 - 203 עמודים |
מתוך הספר
תוצאות 1-3 מתוך 48
עמוד 154
Chris Argyris. 4. I share ideas as a way of achieving interpersonal consequences . 5. I control through teaching . 6. I assume a high level of aspiration for effective problem solving . CONSEQUENCES ON SELF AND ENVIRONMENT 1. I am ...
Chris Argyris. 4. I share ideas as a way of achieving interpersonal consequences . 5. I control through teaching . 6. I assume a high level of aspiration for effective problem solving . CONSEQUENCES ON SELF AND ENVIRONMENT 1. I am ...
עמוד 157
... consequences of the first two columns of factors on problem - solving and decision - making effectiveness . This part of the map appears to apply to many other organizations because it describes the consequences of Model I theories - in ...
... consequences of the first two columns of factors on problem - solving and decision - making effectiveness . This part of the map appears to apply to many other organizations because it describes the consequences of Model I theories - in ...
עמוד 158
... Consequences on problem solving and decision making Less effective when problems are impor- tant , difficult , and controversial Management by crisis Intergroup rivalries 1 1,2 FIGURE 7.2 . Living system of a professional organization ...
... Consequences on problem solving and decision making Less effective when problems are impor- tant , difficult , and controversial Management by crisis Intergroup rivalries 1 1,2 FIGURE 7.2 . Living system of a professional organization ...
מונחים וביטויים נפוצים
action context action science actors alternative assumption attribution theory become behave behavioral strategies Burns and Stalker causality client concepts congruent consequences counterproductive create cues described develop difficult disconfirmability distortions Donald Schön double binds double-loop learning effective embedded empirical environment error espoused theory example exist experience experimental external validity feelings governing variables Hence human individuals inferred inhibiting loops inner contradictions inquiry issues knowledge lead leadership manipulation maps meanings minimize Model I theories-in-use Model I theory-in-use Model II Model O-I normal science norms O-I learning systems O-II on-line operational definitions organization organizational perspective possible precision predict problem produce programmed with Model psychology reality reinforce relationships require responses rigorous research situation skills social psychology social scientists status quo subjects subordinates swine flu tacit tend theory of action threats to validity tion unaware unilateral control variance Weick