Rating: 
Summary: flawed advice
Review: Argyris tackles the question of why managers continue to be drawn to the latest management advice offered in books and articles in spite of the fact that a great deal of it is flawed. He attempts here to clue readers in on how to tell the difference between good and bad advice. He warns against embracing any "Wow!" type advice from top-selling gurus. Too often with this type of stuff, Argyris argues, managers use external advice rather than base their management on getting a read of the internal commitment of employees. As a result, managers lose credibility. Argyris takes on big-name gurus like Stephen Covey and calls into question the true validity of his work by showing the flaws in Covey's thinking. He uses the example that Covey uses of not telling his son how he truly feels when he wants to get him to do something because he knows his sons knows. Argyris looks at this theory of Covey that trust brings out the best in people and points that that while it may be "morally attractive," t's just not clear how "a combination of trust and mistrust, accompanied by cover-ups, will bring out the best in people." One of the take-aways from this book is the need to continually test and challenge management approaches and not to rest of what's successful, since success, Argyris writes "can breed conservatism which in a fast-changing, competitive environment can cause failure."
Rating: 
Summary: With a Grain of Salt
Review: As the business world is being inundated with books exalting their management theory as THE one that works, it's nice to see someone offer a method to discrimate genuinely good advice from pedantic meandering. The author brings us back to management basics and offers sound and wise advice. I'm purchasing another one to circulate through my management staff.
Rating: 
Summary: Left Hand Column
Review: Chris Argyris once again illuminates the never ending task of closing the gap between Espoused- Theory and Theory-in-Use plagueing so many organizations today. The cover-ups, the politicing, the back-stabbing, and useless meetings that go on are largely a result of the inability of individuals to surface assumptions and question the mental models that shape behavior. Argyris provides a usefull set of tools for surfacing mental models to ensure that theories are actionable and not perpetuating the counterproductive behaviors mentioned above. I found the example of a consulting project gone sour quite amusing, having recently left a firm with quite similar dysfunctional behavior. I recommend this book to those unfamiliar with Agryris and his work as a great introduction to some of his thinking on learning organizations (Agryris' work provides some of the foundation for Senge's "The Fifth Discipline") and a humorous roast of some popular advice from authors like Stephen Covey, Doyle & Strauss, John Katzenbach, notable CEOs, and other "successful leader's".
Rating:
Summary: A Good Read!
Review: Chris Argyris says that management advice - the content of countless seminars by management consultants and human resource professionals - rests upon a discrepancy. The goal of a more democratic workplace with empowered, internally-driven workers contradicts the actual actions executives take to produce this result. Argyris contends that much leadership, decision-making, corporate change and management advice lacks critical thinking. He urges executives to seek specific, testable, actionable advice. Role-playing and numerous examples show how advice givers may fail to understand the nature of the problems they're addressing. This book is valuable in helping managers identify flawed advice and understand why so many management initiatives fail. However, the author's own recommendations suffer from the same lack of testability. It just may not be possible to test for the effects of specific advice in complex situations. Still, this is an important book because it urges executives to think critically about the guidance they are given. We at getAbstract recommend this book to managers and to those who advise them.
Rating:
Summary: Valuable insight!
Review: I recommend everything that Chris Argyris writes. This is no exception. This book has insight about management advice that reminds me of the work of Alfred Kieser at the University of Mannheim (Germany). I highly recommend the work of both Argyris and Kieser. Dr. Michael Beitler
Author of "Strategic Organizational Change"
Rating:
Summary: Read this book after you read all the others....
Review: Since you have an idea what this book is about from the other reviewers, I'll stick to my opinion of it rather than rehash what others have written. It helped me a lot to know a bit of Argyris' other works (see his articles in Harvard Business Review for the quickest review), and also, to have read the works he critiques. While he always has such superb insights, including asking all the right questions that expose gaps in the business guru's works, because of the writing style (what it leaves out and what jumps it makes), it requires a bit of background if you're not familiar with his main points. In any case, anyone who fancies him/herself a business consultant, or anyone who gives advice in any context, professionally or even to partners/kids/neighbors, should check out what Argyris has to say. You may find that you're not having the effect you believe you are. And that effect is like waking up from sleepwalking down the middle of a dark but busy road at night, without a flashlight.
Rating:
Summary: tools to examine advices
Review: The author presents tools to examine advices from executives, change consultants, academics, etc., and offers four basic tests for the actionability of advice. The good advice should specify the detailed, concrete behaviors required to achieve the intended consequences; it must be crafted in the form of designs that contain causal statements; people must have, or be able to be taught, the concepts and skills required to implement those causal statements; and the context in which it is to be implemented does not prevent its implementation. Argyris' theory of good advice, being highly practical and actionable, is based on the author's theoretical framework of "Model-II", exposed in his book "Organizational Learning II", co-authored with Donald Schoen. The book does also contain a brilliant section about effective strategic choices, written by Roger Martin in very friendly tone. A high-quality strategic choice, according to Martin, possesses four key attributes: it is genuine; it is sound; it is actionable; and it is compelling. The section uncovers these principles in details. The book shows the difference between external and internal employee commitment to the advices and helps to create and foster internal commitment. You can test the actionability of the advices given in this book using these advices themselves. I would recommend "Organizational Learning II: Theory, Method and Practice" prior to reading this book. I would also recommend "Leading the Revolution" by Gary Hamel in addition to these books.
Rating:
Summary: Very good!
Review: This is another fine book by Argyris. I think this, in addition to "Strategic Organizational Change" by Beitler, is very helpful. (Beitler has an outstanding chapter on how to evaluate consultants.)
Rating:
Summary: Very good!
Review: This is another fine book by Argyris. I think this, in addition to "Strategic Organizational Change" by Beitler, is very helpful. (Beitler has an outstanding chapter on how to evaluate consultants.)
Rating:
Summary: Overcome the Communications and Defensiveness Stalls
Review: This is one of the most interesting and useful management books I have read in many years. I would give it 10 Stars if that were possible! As a management consultant, I always begin assignments by asking our clients what has worked well and what has not worked well with past assignments that consultants have done for them. Almost all of the problems are associated with so-called experts who espoused a theory, had a few examples of where the theory seemed to fit, and left the client with no idea of how to use the advice. Recently, I had a chance to read Simplicity, which points out that most employees would love to implement new directions, but they almost never receive the information, learning opportunities, or tools to make it possible. As you can imagine, this can lead to a lot of frustration. One of my hypotheses about why this occurs is because the executives espousing the change don't know how to provide the information, learning opportunities, or tools needed. As someone who reads and reviews a lot of business books, I am constantly struck by the flaws in the arguments that the authors propose. You can imagine how pleased I was to see that Chris Argyris (one of the best management thinkers around) was bothered by many of the same flaws. You will get a chance to see obvious errors in The 7 Habits of Highly Effective People by Stephen Covey and Managing Change by John Kotter, just to mention two examples from the book. Argyris argues that the authors of these flawed theories are themselves unaware of the flaws. Essentially, all useless management theories have problems in one or more of these areas: the executive is in unilateral control of whatever is going to happen next (rather than letting everyone participate in a meaningful way), the executive focuses on winning instead of losing, the executive suppresses her/his negative feelings as well as those of others, and action is based on rational principles. The result of this approach is to discourage communication, and to make everyone feel defensive. This habit reinforces two of the most common sources of stalled progress in organizations. Argyris proposes an alternate approach which feature relying on valid information that can be independently verified (99 out of 100 business books have no such grounding); detailed information about what needs to be done; and free and open discussion of the subject and process. Books like Harnessing Complexity and The Soul at Work would applaud these points as well. Essentially, Argyris says that consultants and authors are proposing command-and-control solutions based on rhetoric that the proposers do not really believe in and apply themselves. That's a pretty big indictment. If you go back and read the early books on subjects like reengineering, TQM, and Economic Value Added, look for the independently verifiable data, encouragement for all to discuss, and directions for how each person in the organization should apply the ideas. If you are like me, you won't find them. Hmmmm! Something to think about! Argyris indirectly points out that companies discourage people from raising fundamental questions, like what are our objectives in this situation, how are we supposed to reconcile conflicts, and how can we get back on track. That's an essential part of the stalled mindset like so concerns me in my writing and consulting. In fact, Argyris points out that success can reinforce complacency and command-and-control management by creating the presumption that everything the company does is perfect. If you can learn to avoid and ignore flawed advice, you'll be on your way to becoming an irresistible growth enterprise! A great step in that process is to help everyone in your organization to learn ways to locate actions that will leave you better off, regardless of what happens next with important forces beyond your control. Get growing faster by helping everyone grow their capabilities in your organization in this critical skill set!
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