Success in the marketplace increasingly depends on learning. Yet most people don't know how to learn. — Chris Argyris Copy Share Image
Most people define learning too narrowly as mere 'problem-solving', so they focus on identifying and correcting errors in the external environment. Solving problems is important. But if learning is to persist, managers and employees must also look inward. The need to reflect critically on their own behaviour, identify the ways they often inadvertently contribute to the organisation’s problems, and then… — Chris Argyris Copy Share
Smart people don't learn... because they have too much invested in proving what they know and avoiding being seen as not knowing. — Chris Argyris Copy Share Image
One must treat theory-in-use as both a psychological certainty and an intellectual hypothesis. — Chris Argyris Copy Share Image
In fact, people themselves are responsible for making the status quo so resistant to change. We are trapped by our own behavior. — Chris Argyris Copy Share Image
Managers who are skilled communicators may also be good at covering up real problems. — Chris Argyris Copy Share Image
Individual learning is a necessary but insufficient condition for organizational learning. — Chris Argyris Copy Share Image
Success in the marketplace increasingly depends on learning. Yet most people don't know how to learn. — Chris Argyris Copy Share Image
