Biography - Chris Argyris (1923- )

A special issue of Management Learning is dedicated to Argyris and in it you will find assessments of his impact on organizational learning over the past three decades. See especially: "Constructing Contributions to Organizational Learning: Argyris and the Next Generation" and "On the Virtues of Practising Scholarship: A Tribute to Chris Argyris, a 'Timeless Learner". As well see the following essay by two Ivey scholars: Hari Bapuji and Mary Crossan: "From Questions to Answers: Reviewing Organizational Learning Research,", p.397. The special issue is available to you in print in the iness Library and electronically: Management Learning, Vol.35, No.4, Dec. 2004.

Argyris was born in Newark, New Jersey. He graduated from Clark and Kansas University before completing his Ph.D. at Cornell in the early 1950s. Since that time he has published a great deal as the bibliography below indicates. For additional biographical information see the IEBM Handbook of Management Thinking which is available in the Reference Collection of the iness Library. For a recent interview see "A Conversation With Chris Agryris: The Father of Organizational Learning", by Robert Fulmer, Organizational Dynamics, Vol.27, No.2, Autumn, 1998, p.21. Some additional biographical information is found at the end of this document, the purpose of which is to introduce you to the corpus of work by and about Argyris that is available in the Western Libraries.

Books in the Western Libraries by Argyris
(Listed in reverse chronological order)

Organizational Traps: Leadership, Culture, Organizational Design STK HD58.7.A74 2010

Reasons and Rationalizations the Limits to Organizational Knowledge [electronic resource]

The Blackwell Encyclopedia of Management REF HD30.15.B455 2005

Reasons and Rationalization STK HD58.82.A74 2004

Flawed Advice and the Management Trap: How Managers Can Know They're Getting Good Advice and When They're Not. HD69.C6A698 2000. [electronic resource]

For a review of this book see "Managing in the Cappuccino Economy," by Eileen Shapiro, Harvard Business Review, Vol.78, No.2, March/April 2000, p.177.

The Concise Blackwell Encyclopedia of Management HD30.15.C66 1998

Organizational Learning II: Theory, Method, and Practice HD58.8.A752 1996

Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change HD58.8.A744 1993

Theory in Practice: Increasing Professional Effectiveness EDU LC1059.A73 1992

Overcoming Organizational Defenses: Facilitating Organizational Learning HD58.8.A753 1990

Strategy, Change, and Defensive Routines HD58.8.A755 1985

Increasing Leadership Effectiveness  HUR LC5219.A7 1984

Reasoning, Learning, and Action DBW BF441.A64 1982

Inner Contradictions of Rigorous Research DBW Q180.55.S62A73 1980

Organizational Learning: A Theory of Action Perspective HD58.8.A75 1978

Increasing Leadership Effectiveness  LC5219.A7 1976

Behind The Front Page: Organizational Self Renewal In A Metropolitan Newspaper PN4867.A68 1974

The Applicability of Organizational Sociology King's HF5548.8.A77 1974

Theory In Practice : Increasing Professional Effectiveness EDU LC1059.A73 1974

On Organizations of the Future DBW TA157.S39 1973

The Applicability of Organizational Sociology HF5548.8.A77 1972

Management and Organizational Development: The Path From XA to YB HF5549.A8969 1971

Intervention Theory and Method: A Behavioral Science View HD38.A682 1970

Organization and Innovation DBW HD31.A659 1965

Integrating the Individual and the Organization HUR HF5549.A896 1964

Interpersonal Competence and Organizational Effectiveness HM131.A7 1962

Social Science Approaches to Business Behavior HD59.S77 1962

Integrating the Individual and the Organization DBW HF5549.A896 1960

Understanding Organizational Behavior HD31.A66 1960

Personality and Organization, the Conflict Between System and the Individual HUR HD31.A695p 1957

Diagnosing Human Relations in Organizations: A Case Study of a Hospital HD30.Y3 1956

Organizational Structure and Dynamics: A Framework for Theory HM251.B27 1954

Executive Leadership: An Appraisal of a Manager in Action HD31.A65 1953

An Introduction to Interaction Theory and Field Theory HM291.A7 1952
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Additional Books in the Western Libraries Containing Material By or About Argyris
(Listed in reverse chronological order - click on the title for additional bibliographic information)

 

Handbook of Organization Development BUS HD58.8.H3613 2008

The Age of Heretics: A History of the Radical Thinkers who Reinvented Corporate Management DBW HD58.8.K57 2008

The Handbook of Experiential Learning and Management Education BUS LB1027.3.H365 2007

Knowledge Management: Historical and Cross-disciplinary Themes BUS HD30.2.W344 2007

Practical Action Research for Change EDU LB1028.24.S45x 2006

Leadership and Management in the 21st Century: Business Challenges of the Future BUS HD57.7.L42385 2005

Tacit Knowledge in Professional Practice: Researcher and Practioner Perspectives DBW BF317.5.T33 1999.

Public Sector Performance: Management, Motivation, and Measurement DBW JF1525.P67P87 1999

Harvard Business Review on Knowledge Management HD58.82.H37 1998

Delivering Results: A New Mandate for Human Resource HF5549.D435 1998

The Organization of the Future HD58.8.O7284 1997

Creating Tomorrow's Organizations: A Handbook for the Future Research in Organizational Behavior
HD58.7.C73 1997

Applied Communication in the 21st Century DBW P91.3.A68 1995

The Legalistic Organization HD58.7.L447 1994

The Learning Imperative: Managing People for Continuous Innovation HF5549.2.U5L33 1993

Great Writers on Organizations DBW HM131.P74 1993

The Articulate Executive: Orchestrating Effective Communication HD30.3.A78 1993

Classics of Organization Theory DBW HD31.C56 1992

Human Resource Strategies DBW HF5549.H8753 1992

Values in Action: Applying the Ideas of Argyris and Schön DBW BF637.C45D53 1990

Executive Integrity: The Search for Hight Human Values in Organizational Life HF5387.E94 1988

The Management of Strategic Change HD30.28.M344 1987

The Executive Mind HD58.7.S7 1983
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Articles By Argyris (1999 - 1973)
(These articles were all found by searching ProQuest: ABI/Inform - Global Research)

 

"The next challenge for TQM--taking the offensive on defensive reasoning;" The Journal for Quality and Participation,
Nov/Dec 1999; Vol.22, Iss.6; pg.41

"Empowerment: The emperor's new clothes;" Harvard Business Review, May/Jun 1998; Vol.76, Iss.3; pg.98

"Actionable knowledge: Design causality in the service of consequential theory" The Journal of Applied Behavioral Science,
Dec 1996; Vol.32, Iss.4; pg.390

"Actionable knowledge: Intent versus actuality" The Journal of Applied Behavioral Science, Dec 1996; Vol.32, Iss.4; pg.441,

"Unrecognized defenses of scholars: Impact on theory and research" Organization Science, Jan/Feb 1996; Vol.7, Iss.1; pg.79,

"Action science and organizational learning" Journal of Managerial Psychology, 1995; Vol.10, Iss.6; pg.20

"Implementing new knowledge: The case of activity-based costing" Accounting Horizons, Sep 1994; Vol.8, Iss.3.p.83

"Good communication that blocks learning" Harvard Business Review, Jul/Aug 1994; Vol.72, Iss.4; pg.77

"Human resources, personnel, and organizational behavior -- Social Theory for Action: How Individuals and Organizations Learn
to Change" Industrial & Labor Relations Review, Jan 1993; Vol.46, Iss.2; pg.426

"Education for leading-learning" Organizational Dynamics, Winter 1993; Vol.21, Iss.3; pg.5

"Overcoming Organizational Defenses" The Journal for Quality and Participation, Mar 1992; Vol.15, Iss.2; pg.26.

"Teaching Smart People How to Learn" Harvard Business Review, May/Jun 1991; Vol.69, Iss.3; pg.99

"The Dilemma of Implementing Controls: The Case of Managerial Accounting" Accounting, Organizations and Society,
1990; Vol.15, Iss.6; pg.503

"Inappropriate Defenses Against the Monitoring of Organization Development Practice" The Journal of Applied
Behavioral Science , 1990; Vol.26, Iss.3; pg.299.

"Strategy Implementation: An Experience in Learning" Organizational Dynamics, Autumn 1989; Vol.18, Iss.2; pg.5.

"The Media and Their Credibility Under Scrutiny" Nieman Reports, Winter 1989; Vol.43, Iss.4; p.31.

"Skilled Incompetence" Harvard Business Review, Sep/Oct 1986; Vol.64, Iss.5; pg.74.

"Reinforcing Organizational Defensive Routines: An Unintended Human Resources Activity" Human Resource Management, Winter
1986; Vol. 25, Iss. 4; pg. 541.

"Interventions for Improving Leadership Effectiveness" The Journal Of Management Development, 1985; Vol.4, Iss.5; pg.30

"Action Science and Intervention/Comments/Reply" The Journal of Applied Behavioral Science, 1983; Vol. 19, Iss.2; pg.115

"The Executive Mind and Double-Loop Learning" Organizational Dynamics, Autumn 1982; Vol.11, Iss.2; pg.5

"Making the Undiscussable and Its Undiscussability Discussable" Public Administration Review, May/Jun 1980; Vol.40, Iss.3;
pg.205

"Some Limitations of the Case Method: Experiences in a Management Development Program" The Academy Of Management
Review , Apr 1980; Vol.5, Iss.2; pg.291

"Reflecting on Laboratory Education from a Theory of Action Perspective" The Journal of Applied Behavioral Science, July/Aug./Sept.
1979; Vol.15, Iss.3; pg.296

"Is Capitalism the Culprit?" Organizational Dynamics, Spring 1978; Vol.6, Iss.4; pg.21

"Double Loop Learning in Organizations" Harvard Business Review, Sept./Oct. 1977; Vol.55, Iss.5; pg.115

"Single-Loop and Double-Loop Models in Research on Decision-Making" Administrative Science Quarterly,
Sept. 1976; Vol.21, Iss.3; pg.363

"Leadership, Learning and Changing the Status Quo" Organizational Dynamics, Winter 1976; Vol.4, Iss.3; pg.29

"The CEO's Behavior - Key to Organiztional Development" Harvard Business Review, Mar./Apr. 73; Vol.51,
Iss.2; pg.55

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Sample Records from PsycINFO (Not all of the articles by Argyris are located in the Business/management literature. Listed below are just a few of the articles by Argyris that are found by using a major psychology database. Additional articles by and about Argyris can also be found on JSTOR.)

TI: "Initiating Change that Perseveres".
AU: Argyris,-Chris
SO: American-Behavioral-Scientist. 1997 Jan; Vol 40(3): 299-309
(Available in the D.B.Weldon Library - PER H1.A553)
AB: Extends the comments of C. E. Lindblom (see record 84-22204) on social change and cognitive impairment. It is contended that impairment results from faulty reasoning processes. To explore how impairment develops, 5 characteristics of the reasoning process in relation to action are discussed:
(1) types of reasoning action,
(2) a theory of error,
(3) a theory of learning,
(4) stimulating learning for action, and
(5) initiating change in performance. The resulting concept of reasoning for action is then compared with Lindblom's concept of impairment. Limitations of a macro (social level) analysis leading to actional knowledge are discussed. (PsycINFO Database Record (c) 2000 APA, all rights reserved)

TI: "Actionable Knowledge: Design Causality in the Service of Consequential Theory".
AU: Argyris,-Chris
SO: Journal-of-Applied-Behavioral-Science. 1996 Dec; Vol 32(4): 390-406
(Available on ProQuest and in the iness Library)
AB: Knowledge produced by empirical research can have external validity, which means it is relevant to the everyday world. Actionable knowledge is that knowledge required to implement the external validity (relevance) in that world. The claim is made that the concept of causality that underlies much rigorous empirical research makes it difficult to transform knowledge with high external validity into actionable knowledge. Moreover, this concept of causality can lead to knowledge that, if made actionable, could inhibit learning and, in some cases, produce undesirable unethical consequences. A different concept of causality is proposed that enhances actionability. Design causality is defined, and how it can be implemented is illustrated. (PsycINFO Database Record (c) 2000 APA, all rights reserved)(journal abstract)

TI: "Reasoning, action strategies, and defensive routines: The case of OD Practitioners".
AU: Argyris,-Chris
BK: Woodman, Richard W. (Ed); Pasmore, William A. (Ed). (1987). Research in organizational change and development:
An annual series featuring advances in theory, methodology and research, Vol. 1. (pp. 89-128).
(This book is available in the iness Library HD58.8.R47)
AB: (from the book) the chapter examines defensive reasoning processes used by OD professionals / model I and Model II theories-in-use, that uderlie defensive or productive reasoning, are reviewed / defensive reasoning by an OD professional is illustrated by an in-depth analysis / barriers to productive reasoning in OD and some consequences of defensive reasoning are explored / finally, implications for theory and practice are discussed (PsycINFO Database Record (c) 2000 APA, all rights reserved)

TI: "The effectiveness of leadership training: A reply to Argyris".
AU: Chemers,-Martin-M; Fiedler,-Fred-E
SO: American-Psychologist. 1978 Apr; Vol 33(4): 391-394
(Available in the D.B.Weldon Library - PER BF1.A55)
AB: C. Argyris (see record 1977-06725-001) is incorrect in concluding that the leader match training method cannot be effective because it does not follow Argyris's Model 2 learning principles. He has yet to provide empirical data based on objective measures that his method improves organizational performance or that it is cost-effective. (PsycINFO Database Record (c) 2000 APA, all rights reserved)(unassigned)

TI: "A response to Argyris".
AU: Dunnette,-Marvin-D; Campbell,-John-P
SO: Industrial-Relations. 1968 Oct; Vol. 8(1): 41-44
(Available in the iness Library)
AB: Responded to C. Argyris' (see PA, Vol. 46:Issue 4) criticism of the authors' review. Argyris's view of laboratory education as a development method is considered pessimistic and negative. He is unwilling to subject the possibility of transfer effects to systematic study. In the opinion of the authors, T-group experience is an interesting and important subject for research and more effort should be expended in that direction. (PsycINFO Database Record (c) 2000 APA, all rights reserved)(unassigned)

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Additional Books and Articles (1979 -1953)

(These books and articles were found listed in a bibliography that is partially devoted to Argyris. See On Leadership and Organizational Theory: A Checklist of the Works of Chris Argyris, Fred E. Fiedler, and Victor H. Vroom, compiled by Richard H. Quay (DBWOVR Z7164.L38Q39 1980). Provided are those that are not listed elsewhere in this guide. They consist of articles that pre-date the arrival of ProQuest and books that were not located by conducting a word search on "Argyris"in the Western Libraries' catalogue.)

1979
"How Normal Science Methodology Makes Leadership Research Less Additive and Less Applicable", in Crosscurrents in Leadership.

1978
"Conversation With Chris Argyris", in Effective Management and the Behavioral Sciences
Note: The conversation was on the broad area of behavior in organizations. The interview originally appeared in Organizational Dynamics, 3, Summer 1974, 45-62.

"On the Validity of the Vroom-Yetton Model", in Journal of Applied Psychology, 63, 1978, 151-162
Note: Review of the Vroom-Yetton Model of Leadership.

1977
"Organizational Learning and Management Information Systems", in Accounting, Organizations and Society, 2, 1977, 113-123.

1976
"Problems and New Directions for Industrial Psychology", in Handbook of Industrial and Organizational Psychology

1974
"Personality vs. Organization", Organizational Dynamics, 3, Autumn 1974, 3-17.

1973
"On Organizations of the Future", in Administration and Policy Studies, 1, no.03-006, 1973.
"Personality and Organization Theory Revisited", in Readings on Behavior in Organizations
"Some Limits of Rational Man Organizational Theory", in Public Administrative Review, 33, 1973, 235-267.
Note: Rejoinder by Herbert A. Simon follows on pages 346-353. A response to Dr. Simon's comments by Argyris follows on pages 354-357. This essay won the William E. Mosher Award for 1973 by the American Society of Public Administration.

1971
"Management Information Systems: The Challenge to Rationality and Emotionality" in Management Science, Application, 17, 1971, B275-B292.

1970
"T Groups for Organizational Effectiveness", in Organizational Change and Development
Note: An earlier version of this essay appears in the Harvard Business Review, 42, 1964, 60-74.
Reprinted in: Readings in Managerial Psychology, 2nd ed.

1968
"Organizations: Effectiveness and Planning of Change", in International Encyclopedia of the Social Sciences.

1967
"Todays' Problems with Tomorrow's Organizations", Journal of Management Studies, 4, February 1967, 31-35.
Reprinted in: Tomorrow's Organizations: Challenges and Strategies

1966
"Interpersonal Barriers to Decision Making", in Harvard Business Review, 44, March-April, 84-97.
"Interpersonal Competence, Organizational Milieu, and Innovation", in Research Management, 9, 1966, 71-99.

1965
"Explorations in Interpersonal Competence-I", Journal of Applied Behavioral Science, 1, 1965, 58-83..
"Explorations in Interpersonal Competence-II", Journal of Applied Behavioral Science, 1, 1965, 255-269.

1962
"Behavior of Executives Within the Organization", in Industrial Relations Counselors, Inc. Behavioral Science Research in Industrial Relations
Note: This book is Industrial Relations Monograph, No. 21. The papers were presented at a symposium at Tarrytown, N.Y., April 26-27, 1962 sponsored by Industrial Relations Counselors, Inc.
"Employee Apathy- The House That Management Built?", in Personnel, 38, July-August 1961, 8-14. Reprinted in: Management and its People, The Evolution of a Relationship

1959
"The Individual and the Organization: An Empirical Test", in Administrative Science Quarterly, 4, 1959-60, 145-167.
"Organizational Health and Executive Development", in Advanced Management (Society for Advanced Management, 34, December, 1959, 8-11.
"Understanding Human Behavior in Organizations: One Viewpoint", in Modern Organization Theory; A Symposium of the Foundation for Research on Human Behavior

1958
"The Organization: What Makes it Healthy?", in Harvard Business Review, 36, November-December 1958, 107-116.
Reprinted in: Organization Theories
"Some Problems in Conceptualizing Organizational Climate: A Case Study of a Bank", in Administrative Science Quarterly, 2, 1957-58, 501-520.

1957
"The Individual and Organization: Some Problems of Mutual Adjustment", in Administrative Science Quarterly, 2, 1957-58, 1-24.
Reprinted in: Studies in Managerial Process and Organizational Behavior.
"Organization and the Human Being", in Product Engineering, 28, December 10, 1957, 26-29.

1956
"Recent Trends in Executive Behavior", in Advanced Management, 11, March 1956, 6-9.
Reprinted in: Leadership in Action
"Some Unresolved Problems of Executive Development Programs", in Journal of Educational Sociology, 30, September 1956, 20-30.

1955
"Organizational Leadership and Participative Management", in Journal of Business, 28, 1955, 1-7.
Also with Edward Wright Bakke in: Organizational Structure and Dynamics.
"Top Management Dilemma: Company Needs vs. Individual Development", in Personnel, 32, July 1955, 123-134.

1954
"The Fusion of an Individual With the Organization", in American Sociological Review, 19, 1954, 267-272.
"Leadership Patter in a Plant", in Harvard Business Review, 32, January-February 1954, 63-75.
Reprinted in: Readings in Industrial and Business Psychology.
Also in: Human Relations for Management, The Newer Perspective.

1953
"Some Characteristics of Successful Executives", in Personnel Journal, 32, 1953-54, 50-55.
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Selected Web Resources

This brief biographical sketch was found at the Harvard Business School site. Below it a few additional links are provided.

Biographical Sketch of Argyris: (c 1998)

Chris Argyris, a director of the Monitor Company, is the James Bryant Conant Professor of Education and Organizational Behavior at the Graduate School of Business, Harvard University. He was awarded the A.B. degree in Psychology from Clark University (1947); the M.A. degree in Economics and Psychology from Kansas University (1949); and the Ph.D. degree in Organizational Behavior from Cornell University (1951). From 1951 to 1971, he was a faculty member at Yale University, serving as Beach Professor of Administrative Sciences and as chairperson of the Administrative Sciences Department during the latter part of this period.

Argyris' early research focused on the unintended consequences for individuals of formal organizational structures, executive leadership, control systems, and management information systems-and on how individuals adapted to change those consequences (Personality and Organization, 1957; Integrating the Individual and the Organization, 1964). He then turned his attention to ways of changing organizations, especially the behavior of executives at the upper levels of organization (Interpersonal Competence and Organizational Effectiveness, 1962 Organization and Innovation, 1965).

This line of inquiry led him to focus on the role of the social scientist as a researcher and interventionist (Intervention Theory and Method, 1970; Inner Contradictions of Rigorous Research, 1980 and Action Science, 1985). During the past decades he has also been developing with Donald Schon, a theory of individual and organizational learning in which human reasoning-not just behavior-becomes the basis for diagnosis and action (Theory in Practice, 1974; Increasing Leadership Effectiveness, 1976; Organizational Learning, 1978); Argyris continues this line of inquiry by focusing on Overcoming Organizational Defenses, (1990), beginning at the highest levels of organization (Knowledge for Action, 1993) and Organizational Learning II, 1996.

Argyris has received numerous awards, including honorary doctorates from Warwick University (1996), DePaul University 1987), IMCB, Buckingham, England (1987), the Stockholm School of Economics (1979), the University of Leuven, Belgium (1978), McGill University (1977). He has received the Irwin Award by the Academy of Management for lifetime contributions to the discipline of management. He is a fellow of the National Academy of Human resources and is recognized as a distinguished lifetime contributor to theory and practice of management from Revieu Française de Gestion and Financial Times Handbook of Management. His article, "Good Communication that Blocks Learning," received the McKinsey Prize for best article in the Harvard iness Review, 1994.

Recently, the Chris Argyris Chair in Social Psychology of Organizations was established at Yale University.

The works listed above can be checked against the bibliography provided by the Action Science Network.

For another interview with Argyris see the 1998 issue (1st quarter) of Booz, Allen, Hamilton's Strategy & Business. A print copy is also available in the Business Library.