Action science and organizational learning

Abstract

Describes how individuals hold theories which govern their actions and how these theories unintentionally create organizational defensive routines and inhibit learning. Presents an action science approach whereby consultant researchers can help individuals see their taken‐for‐granted theories, test them and then redesign their action in the light of their learning.

Citation

Argyris, C. (1995), "Action science and organizational learning", Journal of Managerial Psychology, Vol. 10 No. 6, pp. 20-26. https://doi.org/10.1108/02683949510093849