action science/argyris
DESCRIPTION
RMIT MBA course on self-awareness in managment and leadership practicesTRANSCRIPT
Action ScienceHelping to build better relationships at work
• Remove barriers of change caused by defensive interpersonal and organisational relations thus reducing ineffectiveness
• Improve problem-solving skills and make incremental changes to external environment, but not exclusively
• Primarily focus on looking inward, learning new frameworks and establishing new routines
Aims
Points for Reflection on LearningBusiness success is highly dependant on the ability to learn.
Argyris, C.
Effectiveness was evident in the interrelationship between organisational learning and a balanced score card.
Deem, J.
Organisations can reverse the cycle and learn to understand the difference between their espoused and
actual theories of action.
‘They can face up to the fact that they unconsciously design and implement actions.’ Argyris
New Ways of Working
Leaders fail to reflect on their own behaviour
Single Loop vs Double Loop
Espoused theory vs Theory-in-Use
Leaders do not know how to learn
Some Learning Barriers
Action Science is about Theories of Action
Theories of action are the master programs, pattens, designs, sets of rules or propositions that people use
to design or carry out their actions
Underlying actions are the governing variables, values, theories, beliefs, concepts, rules, attitudes, routines,
policies, practices, norms or skills
Theories of Action help us to develop skills of inquiry and reflection
Theories of ActionMoving from Model 1 to Model 11 reduces ineffectiveness
in resolving difficult problems Theory-in-Use Model 1
Governing Variables
1. Define goals to achieve unilaterally2. Maximise winning, minimise losing3. Minimise expressing or generating negative4. Be rational and minimize emotionality
Theory-in-Use Model 11Governing Variables
1. Maximize valid information2. Have free and informed choice for all concerned3. Have high internal commitment to the choice and constant monitoring of
its implementation
Single Loop vs Double Loop
Single loop - a very defensive chicken not prepared to look at how it contributed to the problem
Single loop - not your fault, not my fault
Double loop - the monkey at least challenged its own process
• To remain in unilateral control
• To maximise ‘winning’ and minimise ‘losing’
• To suppress negative feelings
• To be as rational as possible by defining clear
objectives and evaluating their behaviour in
terms of whether they achieved them
Espoused Theory vs Theory-in-Use
Argyris posits that most theories in use rest on the same set of governing values:
Tools to implement change
Analysis of actions must be data driven as seen in theory-in-use model 2
Theory-in-Use Model 11Governing Variables
1. Maximize valid information2. Have free and informed choice for all concerned3. Have high internal commitment to the choice and
constant monitoring of its implementation
Productive Reasoning
Data comes from Personal Dialogue
For more information see www.actiondesign.com
How to write a case for personal dialogue, 2 columns.
1. The challenge or theme illustrated by this episode
2. Brief statement of context
3.What actually happened
My thoughts & feelings What we said
4. Results from this conversation that I would want to change.
5.Questions I would like to address when we discuss this case.
Change Starts at the Top
Ryan and Oestreich agree with Argyris:Behaviour change must start with self awareness by
senior management.
A simple approach to learn technique:Connect learning with real life experience
• Include all the possible outcomes
• Allow participants to discuss the case study
• Reason a way through it
• Apply back to themselves in a safe atmosphere
• Productive reasoning and self analysis lead to personal
and organisational effectiveness
• Real causes of problems can be addressed and overcome
Write a Live Case Study
Example of a Case Study
$1.5 million loss
360º Review
Key Stakeholders
Result - Glossy Weekly
Please look visit Methods in Action on website for more examples.
Action Design Reflection
Time & Will
Thanks for listening
References
Arygris,C. (1991) Teaching Smart people how to learn, Harvard Business Review, 69 (3), 99-109.
D. Oestreich, K. R. A. (1998) Driving Fear out of the Workplace - Creating the High Trust, High Performance Organisation, San Franciso, Jossey-Bass Inc.
Deem, J. (2009), The relationship of organizational culture to Balanced Scorecard effectiveness, Dissertations & Theses: Full Text.
Sostrin, J. (2008) Establishing and validating a conceptual framework of barriers to workplace learning and performance: A Q-method study. Dissertations & Theses.
Action Science, <http://www.actionscience.com/actinq.htm>, viewed on August 12, 2009.