Action science and organizational learning
- 1 September 1995
- journal article
- Published by Emerald in Journal of Managerial Psychology
- Vol. 10 (6), 20-26
- https://doi.org/10.1108/02683949510093849
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.Keywords
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