Flawed Advice and the Management Trap: How Managers Can Know When They're Getting Good Advice and When They're Not / Edition 1

by Chris Argyris

Overview

Flawed Advice and the Management Trap: How Managers Can Know When They're Getting Good Advice and When They're Not is the first book to show how and why so much of today's business advice is flawed, and how managers and executives can better evaluate advice given to their firms
Practitioners and scholars agree that businesses in the coming millennium will be managed differently than firms of the 20th century. And getting there from here, according to today's best advice, will require creative change. In this pioneering work, Argyris, one of the world's leading organizational thinkers, reviews a wide array of business advice from the best and brightest thinkers and consultants and concludes that as appealing as their ideas may be, most of them are simply not workable. They are too full of abstract claims, logical gaps, and inconsistencies, to be useful. And ironically, even when their recommendations are implemented correctly, the result is often failure. Why do these gaps in logic exist, and how can they be more effectively discovered? Applying a disciplined critique to numerous representative examples of advice about leadership, learning, change, and employee commitment, Argyris shows readers how to be more critical of the advice they are given, how to learn new approaches for appraising employee performance, and how to generate an internal commitment to values and better strategy.
In our ever expanding global market, innovative business advice is at a premium, and giving this advice has become a lucrative industry in and of itself. This book provides the critical lens necessary to evaluate which advice is best for your organization.

Product Details

ISBN-13:	9780195132861
Publisher:	Oxford University Press
Publication date:	01/13/2000
Edition description:	New Edition
Pages:	272
Sales rank:	758,662
Product dimensions:	6.14(w) x 9.21(h) x 0.63(d)

About the Author

Chris Argyris is James Bryant Conant Professor of Orgnizational Behavior, Emeritus at Harvard University.

Table of Contents

Preface

Introduction

Part I: Getting Flawed Advice

Part II: Finding a Model that Works

Bibliography

Index