Inner Contradictions of Rigorous ResearchAcademic Press, 1980 - 203 עמודים |
מתוך הספר
תוצאות 1-2 מתוך 2
עמוד 32
... forward . For example , one consultant said that if they give the president new and appropriate concepts , " We can trust him to take the right steps . " Another consultant added , " I think you are right . But we also need to help ...
... forward . For example , one consultant said that if they give the president new and appropriate concepts , " We can trust him to take the right steps . " Another consultant added , " I think you are right . But we also need to help ...
עמוד 158
... forward to make problem solving difficult and controversial issues less effective , increase management by crisis , and increase intergroup rivalries . These consequences , in turn , feed back to reinforce the group dynamics and the ...
... forward to make problem solving difficult and controversial issues less effective , increase management by crisis , and increase intergroup rivalries . These consequences , in turn , feed back to reinforce the group dynamics and the ...
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