Table Of Content

Organizational Traps This page intentionally left blank Organizational Traps Leadership, Culture, Organizational Design By Chris Argyris HarvardUniversity,MonitorGLP 1 3 GreatClarendonStreet,Oxfordox26dp OxfordUniversityPressisadepartmentoftheUniversityofOxford. ItfurtherstheUniversity’sobjectiveofexcellenceinresearch,scholarship, andeducationbypublishingworldwidein Oxford NewYork Auckland CapeTown DaresSalaam HongKong Karachi KualaLumpur Madrid Melbourne MexicoCity Nairobi NewDelhi Shanghai Taipei Toronto Withofficesin Argentina Austria Brazil Chile CzechRepublic France Greece Guatemala Hungary Italy Japan Poland Portugal Singapore SouthKorea Switzerland Thailand Turkey Ukraine Vietnam OxfordisaregisteredtrademarkofOxfordUniversityPress intheUKandincertainothercountries PublishedintheUnitedStates byOxfordUniversityPressInc.,NewYork qChrisArgyris2010 Themoralrightsoftheauthorhavebeenasserted DatabaserightOxfordUniversityPress(maker) Firstpublished2010 Allrightsreserved.Nopartofthispublicationmaybereproduced, storedinaretrievalsystem,ortransmitted,inanyformorbyanymeans, withoutthepriorpermissioninwritingofOxfordUniversityPress, orasexpresslypermittedbylaw,orundertermsagreedwiththeappropriate reprographicsrightsorganization.Enquiriesconcerningreproduction outsidethescopeoftheaboveshouldbesenttotheRightsDepartment, OxfordUniversityPress,attheaddressabove Youmustnotcirculatethisbookinanyotherbindingorcover andyoumustimposethesameconditiononanyacquirer BritishLibraryCataloguinginPublicationData Dataavailable LibraryofCongressCataloginginPublicationData Dataavailable TypesetbySPIPublisherServices,Pondicherry,India PrintedinGreatBritain onacid-freepaperby ClaysLtd.,StIvesPlc ISBN 978–0–19–958616–5 1 3 5 7 9 10 8 6 4 2 To my Monitor colleagues especially Mark Fuller, Chairman and CEO This page intentionally left blank Contents Introduction 1 WhatdoTrapsandtheirConsequences LookLike? 1 TrapsCanLeadtoDisaster 3 TheOrganizationofThisBook 4 Part I. Why We Act Against Our Own Stated Interests 1. HowWeDealwithDifficultSituations 11 TheDepartmentofStateandSecretaryRusk 12 TrapsareUniversal 16 IntelCorporation 18 EffectsofUnilateralLeadership 20 ThePerniciousnessofTraps 22 2. ActionsthatTrapus 25 TheLeft-Hand–Right-HandCaseMethod 26 DirectionsforCompletingtheLeft-Hand– Right-HandCase 27 vii Contents APreliminaryViewoftheCases 28 Case1:SubmergingthePrimaryIssue 30 Case2:ClosedtoLearning 34 Case3:CompetingModels 37 Case4:EasingIn 44 Case5:TheCIOandtheITGroup 48 Case6:AdvancedMBAs 54 Conclusion 57 3. CausesofTraps 58 ATheoryofAction 61 HowWeCreateTraps 65 HowModelITheory-in-UseandDefensive ReasoningLeadtoTraps 74 Conclusion 78 Part II. How Conventional Approaches Bypass Traps—and What to Do About it Introduction 83 4. LeadershipandTraps 88 TheQuantitativeApproach 90 Leadership:AHistoriometricApproach 94 Leadership:QualitativeApproaches 96 BecomingaConflictCompetentLeader 102 NarcissisticLeadersandOtherPersonalityTypes 104 AppreciativeInquiry 107 CompetingCommitments 111 viii Contents InadequaciesofCurrentManagementResearch 114 Conclusions 116 5. Culture,Leadership,andTraps (co-authorIanSmith) 118 ProductiveandCounterproductiveCultures 119 TheAndyCase 121 TheRoyal/DutchShellCase 125 ReflectingonCulturesandTraps 145 6. StrengtheningNewApproaches 151 SeekingHelpfromOutsideConsultants 154 TheCollaborativeCommunity 165 StructuralApproaches 175 TheAmbidextrousOrganization 179 HumanPotential 182 Conclusion 186 Conclusion:TrapsandtheHumanPredicament 188 TheAttempttoFindNewWaysForward 191 HelpingMoonShotstoSucceed 195 TheHumanPredicament 197 Bibliography 201 Index 207 ix