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Chris Argyris (July 16, 1923 – November 16, 2013 [1]) was an American business theorist and professor at Yale School of Management and Harvard Business School.Argyris, like Richard Beckhard, Edgar Schein and Warren Bennis, [citation needed] is known as a co-founder of organization development, and known for seminal work on learning organizations.
Double-loop learning is used when it is necessary to change the mental model on which a decision depends. Unlike single loops, this model includes a shift in understanding, from simple and static to broader and more dynamic, such as taking into account the changes in the surroundings and the need for expression changes in mental models. [3]
The organizational deutero-learning concept identified by Argyris and Schon [7] [8] defines when organizations learn how to carry out single-loop and double-loop learning. It has also been described as learning how to learn [ 9 ] through a process of collaborative inquiry and reflection (evaluative inquiry).
Management researchers Chris Argyris and Donald Schön introduced the "theory of action", ... Through careful planning and systematic elimination of other possible ...
In Intervention Theory and Method Chris Argyris argues that in organization development, effective intervention depends on appropriate and useful knowledge that offers a range of clearly defined choices and that the target should be for as many people as possible to be committed to the option chosen and to feel responsibility for it. Overall ...
Alfred D. Chandler, Jr. - management, Pulitzer Prize for The Visible Hand: The Managerial Revolution in American Business (1977) Clayton M. Christensen; Alexander Hamilton Church - industrial management (1900s–1910s) C. West Churchman; Stewart Clegg; Ronald Coase - transaction costs, Coase theorem, theory of the firm (1950s) (Nobel Prize in 1991)
The action-research model shown in Figure 1 closely follows Lewin's repetitive cycle of planning, action, and measuring results. It also illustrates other aspects of Lewin's general model of change. As indicated in the diagram, the planning stage is a period of unfreezing, or problem awareness. [22]
In his 1946 paper "Action Research and Minority Problems" he described action research as "a comparative research on the conditions and effects of various forms of social action and research leading to social action" that uses "a spiral of steps, each of which is composed of a circle of planning, action and fact-finding about the result of the ...