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I'm sure the author and the publishers worked very hard on this book, and I am sorry to only give it 2 stars, but brace yourselves for a dry read. It's in black and white, no graphs, no pictures, no side notes, "fun facts," or anything to break up the monotony.I've only read the first few pages, and so far I am struggling to stay interested. I hope that changes as the semester progresses.(Also, delivery was super quick which was awesome)
The book is very boring. It is a textbook, and I know they are not suppose to be fun. The book is still very informational, and you will learn a lot, but still it is boringSeller was fast on delivery, I got it on time for class. Some highlighter marks, nothing I cannot deal, or even really care about. Book is amazing shape. This book as of right now is the reading material for ASU Com.250 course.
Chris Argyris presents a classic in organizational learning and a book that should become needed reading for top executives (and middle management) everywhere. In fact, some of the concepts explored and researched here form the basis for some of the principles of the Learning gyris' discussion of theories-in-use, social virtues and skilled incompetence is a fascinating and eye-opening exercise, some of the examples he provides, while familiar to most of us, are presented in a manner that forces the reader to think, re-think and then re-think again! However, the book is written by an academician largely for academicians. If you wish 'easy' reading; then this is not the book for you. If you are, on the other hand, serious about organizational learning, change and human performance, then this book should definitely be on your e Book is organized into 9 chapters. The first 5 chapters explains the concepts, provides examples, and rationale while the remaining chapters (6 to 9) focus on solutions and ideas to overcome these issues.1: Puzzles - An introduction to the types of errors we commit as managers and why we create them.2: Human Theories of Control: Skilled Incompetence - How we develop theories in action, the social virtues we acquire and how do these combine theories to contribute to the errors we make.3: Organizational Defensive Routines - What are organizational defensive routines and how they develop in the organization as a effect of the governing values and action tactics of the individuals in the organization. Argyris uses several examples, one of which is the Challenger disaster to demonstrate his points.4: Fancy Footwork and Malaise - Completes the ideas introduced in Chapter 3 with more examples and describes how we actually come to think and act in a manner that contributes to the development of defensive routines and extending it to what Argyris calls "fancy footwork" and "malaise."5: Sound Advice: It Compounds the Issue - Argyris demonstrates that most "advice" organizations keep will only serve to compound the above issues and not actually solve them.6: Reducing the Organizational Defense Pattern - How to victory the pattern versus "designed ignorance" and "skilled incompetence."7: Making the Fresh Theory of Managing Human Performance Come Real - Introduction to the Commitment Theory of Management and shows how it is aligns well with effective solutions for overcoming organizational defenses, fancy footwork, and malaise.8: Getting from Here to There - How to apply the concepts from chapters 6 and 7 to produce better, more effective organizations9: Upping the Ante - Describes the practices that minimize the organizational defenses, the mind-set required to overcome "denial" and raise the bar for the entire organization.
Borrowing from Seligman, the younger Baby-Boomers and later generations are the 1st in the history of the globe to "have the choice" to be knowledge workers. This throws people together into complex social systems that require a fresh level of communication ability that's fresh to man as a species and is currently not taught in schools. So, like it or not, successfully dealing with "the soft stuff" in human organizations (unsticking "stuck" cultures) preceeds any true ability to build organizational-readiness for long-term is classic book by Argyris is essential reading for 3 kinds of seeker-leaders:(a) you're not afraid of Pandora's Box and would like to do your homework before engaging an OD interventionist(b) you're considering the use of the 360-Feedback tool - BEWARE, as 180-feedback is 1 thing, but 360 is quite another !(c) you're a people watcher who treasures that rare "nugget" of fresh insight into how people gyris is the quintessential Industrial / Organizational Psychologist whose career goes back to the 1950's. Argyris has devoted his life to these 2 key goals:(1) understanding what is needed to integrate the individual into the collective (there is a DIFFERENCE between a workgroup and an *empowered* workgroup), and(2) how to monitor & measure progress in a method that produces "ACTIONABLE KNOWLEDGE" for continuously improving this integration process. With Argyris -- the rubber meets the street and traction is imminent.Let me paraphrase the Argyris model here as a teaser. There are 2 states of Human reasoning:Model 1 = intra-personal BEFORE inter-personal (defensive / independent)Model 2 = intra-personal .AND. inter-personal (productive / synergistic)I'll also add in a 3rd state as my own corollary:Model 3 = intra-personal AFTER inter-personal ( "Divine" )Model 3 is beyond man's capability, Model 2 would be Stephen Covey's 7 Habits in action at rung 6 on the effectiveness ladder (both at the individual and group levels), and Model 1 is the actual/default "selfish" pattern of most people (regardless of education or any other control factor). Most newbies will "claim" Model 2 when they first encounter the teaching - but quickly search out that they're no various from anyone else. Next, just as tennis takes 6 months to master the basics with regular practice, so interventionists in the field state that the effort to move competently from Model 1 to Model 2 reasoning also individually requires 6-months. Then, at the group level, the breakthrough process can take even e hallmark of capitalism coming into the Industrial Age is that business always created the first move with fresh educational initiatives with its workforce. The school system and government would then move later to standardize it. So at this point in human history, Model 2 is not yet standard teaching in schools or business. If the human race is to successfully venture into the knowledge-age (and fully leverage the more advanced organizational forms such as the empowered workgroup) and break free of the baggage of the industrial age (reptilian brain command and control thinking), then competency with Model 2 will soon become an essential life-skill.2 extra and essential books directly relevant to your work in understanding the potential for Model 2 in your organization are: William Noonan's "Discussing the Undiscussable", and Roger Martin's "The Responsibility Virus".In closing, here are 3 extra take-aways from Argyris' work: (1) understanding Model 2 casts a whole fresh light on the cost of turnover. (2) *Empowered* workgroups are higher-maturity workgroup forms that beg for Model 2 capability to realize their real potential. (3) Workgroups descend in functional maturity quickly in the face of change to membership, scope of work, or roles & responsibilities; therefore, a key measure of organizational resilience will be the speed of return (governed in part by Model 2 ability) to the higher-maturity state after a higher-volume of change occurs.A final caution: for best results, the OD interventionist should be an external person.
If you wonder why intelligent people with education and experience hold making the same old mistakes you will wish to read this book. Allow me hasten to add, however, that reading Argyris is often arduous. He is a scholar and writes like one. Having said that, he does have the answers and it is worth the effort to slog through his prose and obtain gryis takes the position that organizations actively defend themselves versus change, and since the people who mount the defense are smart and experienced, the defenses work remarkably well. This book and his Knowledge for Action, are the executive's field manuals for battling this gyris fans know that he presents several recurring themes. One is skilled incompetence. Skilled incompetence is the effect of being so amazing at practiced behaviors that we don't message ourselves doing them. The practiced behaviors effect in outcomes that we deem "safe" even if they create us miserable. We defend ourselves versus demands to behave differently out of fear that we will surrender our safety.Another Argyris staple is the "theory in use." Most of us have a theory of how we should act and a second theory about how we really do act. The true one is the "theory in use." The split between the two creates a dual identity that we are obliged to defend through the use of "fancy footwork" and elaborate "cover ups."He theorizes that we conceal our dual identities by making their existence "undiscussable." And because we pride ourselves on being begin and candid, we create the undiscussability now your head may be reeling, and that is just where Argyris always takes his readers. But there are rewards for the persistent reader. Argyris takes us to the heart of our own defenses, to our own denial of our skilled incompetence.Another Argyris term that is of amazing significance is the French word malaise. He uses it to describe the pervasive sickish feeling that comes over an organization that is permeated with fancy footwork, double identities, and elaborate defensive routines that cannot be discussed. Once an organization descends into malaise, the street to recovery is highly summarize, this is one of the most insightful and valuable business books ever written, but it's a fairly tough read.
This is an incredibly valuable book for anyone hoping to inspire change in an organization! There are concrete hints for examining your inner dialogue and identifying defensive behavior in true time in groups and conversations.
James Reason is a pioneer and leader in understanding and prevention of "organizational accidents." That alone is sufficient reason to read this book if you're interested in this topic, which is why I read it. However, Reason doesn't really break fresh ground with this book, so people who are already well versed in this field may not obtain much out of this e bottom line is that there are no simple answers when it comes to safety, and no one theoretical framework can cover all needs, so a multifaceted approach tailored to each organizational situation is likely the best method to go. Reason offers one such framework, and briefly comments on other frameworks in this book. Here are some points noted in the book which I think are worth highlighting:• The contributors to incidents can involve all levels of a system, ranging from individuals working at the “sharp end,” to groups, to organizations, to broader systems which contain regulators. Efforts to prevent incidents will typically be best directed at multiple levels simultaneously, with both top-down help and bottom-up feedback. Efforts targeted to only a few specific locations are prone to not being effective because we can’t anticipate the specific ways adverse factors may “line up” to produce incidents, particularly in complex systems (and complex systems are the norm, not the exception).• “Human errors” can’t be eliminated, but their incidence and consequences can be reduced. As long as they are managed properly, human errors can also be a source of helping us learn how a system works.• People are naturally more inclined toward skill-based functioning, rather than more slow and laborious knowledge-based functioning. This influences the types of human errors which occur.• There will almost always be a competing tradeoff between safety and other goals such as production, performance, profit, etc. Safety is therefore usually under continual pressure and requires continual mindful vigilance. At the same time, too much emphasis on safety can impede operation of a system to the point where the system becomes no longer viable, so proper balance is needed.• In developing safety metrics, it should be noted that rates of minor incidents are not necessarily correlated with rates of major incidents. Sometimes, there can be even be an opposite correlation between the two, such that major incidents occur after a period of declining rate of minor incidents.• Due to complexity, uncertainties, limited resources, tradeoffs, and human fallibility, it is generally not possible to reduce incident rates to zero.
Needed text for an undergraduate class, 2000 level (low-level undergrad). The text itself is not difficult to read, but the organization of it leaves a lot to be desired, can be verbose, and repetitive. Sometimes it reads like a long-form psych department pamphlet. But it's not so much that this is a poor textbook as it is a very poorly edited textbook with a lot of fluff.Edit after finishing: later chapters in the book become much more interesting--group processes, leadership, organizational politics--by engaging more with established and emergent theories. I still stand by my suggestion that quite a bit of editing is warranted. Changed rating from 2 to 3 stars.
I was needed to have this book for an undergraduate class. I'm glad I rented it, because I would have no use for it outside that another reviewer stated, it's a VERY simple read. I honestly don't believe this is a college level book. Personally, do not like the method the author writes at all. He restates himself, theories and research so often it has provoked me to write this r instance, in Chapter 13:"However, a meta-ysis of a lot of studies over a long period of time suggested that both initiating structure and consideration are similar to both performance and group member satisfaction in the expected relationships. That is, consideration was more strongly correlated with satisfaction, and initiating structure was more strongly similar to performance."Unnecessary explanation of meta-ysis along with a fluff sentence so as to stall before he gets to the second sentence (this quote is preceded by two pages of explanation of the topic, as readers we already know these facts). The book is FILLED with whole chapters like this. It read as if the author has a stammer--just spit out whatever data you wish to tell us about. No need to warm us up for three sentences just to tell us about about the same research you *already* mentioned in the opening other complaint is, even though this is a latest publication, the bulk of the book's references date from the late 1800's to the 1970's. I have read almost every chapter and most of the text is dedicated to the founding theories and research that shaped I/O Psych. Most of the "new" research is in little blurbs at the end of paragraphs.Another peeve: If the research mentioned didn't have conclusive findings, the author still contains it in his summary. This alone, isn't a issue but the method which he presents the data makes it seem as if the author is a small too hopeful. The author usually states info from an inconclusive study as, "X may be correlated to B." I could see this being confusing for students who haven't taken formal statistics. There's also a danger that, if reading quickly, these casual mentioning might accidentally be taken as a statistical 'truth'.The book covers most of what you need to know to obtain background knowledge of Industrial Psychology history and theory. For me, I found it to be a dull read. Admittedly I am not interested in the topic of I/O, so it could very well create a amazing book for a person who really loves the subject.
This is a cast iron well cap. I bought this because it was one of the only caps that said it could fit my 5-5/8 well pipe. This is better suited for a 6-5/8 or 6 in well pipe. This did overhang my pipe some and just barely tightened enough to keep onto the pipe. However, the cap is very solid and i think the screws are stainless so this product should latest a long time. Would recommend.
This is a classic example of "day time robbery" of people's hard earned cash by Dometic. $27.00 cost of a replacement part that is 2 inch by 1 inch by -.25 inch size created of plastic.I will NEVER BUY ANY Dometic Product ever again. There are 3 other competitors to buy RV mobile trailers parts and products - Atwood, Northwood and Nordic.
This is the part that I required but like other reviews stated, it is method overpriced for a little piece of plastic. There is a left and a right part and you must buy each one seperate. It is only the plastic housing and not the inner spring mechanism.
DOMETC freezer spring LEFT HAND & RIGHT HAND . they are equal to the OEM. ones. I only gave them a 3 Star because of the SUPER HIGH PRICE. Over 50 dollars for a pair is crazy. In the future I will be looking at appliances and parts from other companies other then DOMETIC.
Massive duty cast iron as stated; if you drop it on your toe you will be upset. Exactly as pictured, the 4 bolts are included, seems like it will latest a long time. Installation was a breeze, loosen the bolts, set it on top, and tighten them down. Only downside is it’s created in China. I tried to search it locally; both locations I called were clueless when I stated I required a “well cap,” thankfully Amazon knew what I was talking about. Purchased November 21, 2015.
This picture is of the left spring casing. The image of the right casing on Amazon is wrong so I ordered the wrong part. The part probably cost about 25 cents to make. Dometic should be ashamed of itself. The pins are notched and designed to break. Be sure to watch the YouTube Video of how to replace the door or you will break this poorly created overpriced part. It’s created in China junk. If it breaks again I will use Velcro to keep the door on.
This was excellent size, but unfortunately I wasn't able to fit it over the feed pipe coming out of the well. Even after cutting off the bump out on the cap the hose was too big. After I ruined it I couldn't return it though. However I would buy it again, just have to refit smaller hose on the well.
Benjamin Franklin plumber quoted me $250 to replace this well cap. However after ordering from here it was a piece of cake to just screw it on saving me well over $200. It fit amazing and was created of sturdy aluminum. The color is also great, noticeable but not too bright
You're buying a well cap and that is what you get. It loosely fits over the well and has no gasket. As my original cap didn't have one either, this doesn't bother me. As for installation, it is very easy to install. You need a ratchet to tighten the four bolts. The installation takes less than five minutes.
Thought I required a fresh freezer door, but all I required was this housing. The spring was good, just the plastic on the old housing wasn't gripping the spring properly. Now my freezer door goes back to the closed position automatically like it should.
Update: the J-B Weld doesn't hold, I'll have to buy a fresh door. This plastic part works OK, but the spring inside has now broken is is exactly what I needed, found a youtube video that showed me how to install it. Be careful not to crack the fitting on the door panel, but if you do, you can use J-B Weld Quickweld to repair it.
I was needed to purchase this book for my Management class. I haven't used it much but it arrived in amazing condition. Buying/renting textbooks from Amazon always seems to be cheaper than a lot of other websites and definitely cheaper than buying from a school bookstore.
Elementary book with very primary applications. This wouldn't be appropriate outside of a high school setting. I can't imagine anyone getting any value out of this unless they had never heard of any primary psychology concepts.
The book presents the excellent balance between a theoretical acc and a series of practical actions that can be applied by anyone seeking to lead change. I believe the book is particularly relevant these days when complex societies face the challenges of a rapid globalizing globe and call for innovative leaders commited to progress. The book can therefore be read by an entrepreneur wanting to set up a business as well as by a student who wishes to become an activist. Dr. Amir Levy's work might be thorough but is also reader-friendly as it starts from discussing the origins of change and builds up to show the specific skills and characteristics of change and the title very accurately states, you will feel as a master of organizational change, having both a theoretical knowledge on the topic and a pool of skills to employ when applying this knwolege to your true life situation.