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Theory in Practice: Increasing Professional Effectiveness
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Theory in Practice: Increasing Professional Effectiveness

3.95  ·  Rating details ·  42 Ratings  ·  5 Reviews
"This book is a landmark in two fields. It is a practical guide to the reform of professional education. It is also a beacon to theoretical thinking about human organizations, about their interdepAndence with the social structure of the professions, and about theory in practice."
-- Journal of Higher Education
Paperback, 260 pages
Published February 17th 1992 by Jossey-Bass (first published January 1st 1974)
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Stephen
Jul 23, 2011 rated it liked it
READ JUL 2011

Classic work by Argyris and Schon describing how ones espoused theories often contradict theories-in-use. While targeted to academics, this is a must read for any organizational management learner.

Best quotes; "People deal with reality by transforming it into perceived, or attributed, meanings" (p. 86); and "people who make attributions and refuse to test them are probably saying as much about their own defenses as they are about the other person" (p. 121).
Jaclyn
Aug 20, 2014 rated it really liked it
Shelves: rm
Glad to have read the original research that gets cited so often in other works I've read (Senge, Heifitz, Hassan, among others). Some very useful concepts in their original form, and a highly illustrative narration of a theory in action seminar. My interest in, and commitment to, this method of learning, reflecting, and managing change remains strong.
John Rimmer
Apr 08, 2013 rated it it was amazing
Deeply insightful classic on the links between knowing, intending and doing in professional practice. Based on Polanyi's concept of 'tacit knowledge' it is remarkably prescient of current developments in neuroscience.
Melanie Olson
Jan 12, 2010 rated it liked it
Although it takes a little bit of re-reading to understand the terms used by Argyris & Schon, once the terminology is mastered, the processes discussed come together more clearly. The book contains excellent activities in exploring personal goals, challenges, and the reasons we do what we do.
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Chris Argyris is a director of elite strategy consulting firm, the Monitor Group, and is the James Bryant Conant Professor of Education and Organizational Behavior at Harvard Business School.

Agyris's early research focused on the unintended consequences for individuals of formal organizational structures, executive leadership, control systems, and management information systems, and on how indivi
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More about Chris Argyris