Chris Argyris and Library Management Michael F. Bellacosa LIS 232 February 5, 2009 Dr. Katherine Shelfer

Key Ideas Encouragement of individual development Contra Taylor’s “hired hands” People have innate motivational resources The “Learning Organization” Later developed and popularized by Senge Argyris: people; Senge: systems “Single- and Double-Loop Learning” Single-loop: defensive; controlling; inhibitory; low-risk Double-loop: open; reflective; creative; innovative “Theories of Action” Espoused Theories: what I say I’m going to do Theories-in-use: what I do

Relevance to Library Management In the context of a rapidly evolving information space libraries must be “learning organizations” Examining assumptions and publicly testing theories against data is essential for innovation The high degree of mutual trust required for such open reflection will be difficult to engender Internal politics and gaps between words and deeds will increase this challenge New organizations may need to be built rather than trying to modify the old

Major Works and Sources Argyris, C., & Schon, D. (1978). Organizational Learning: A theory of action perspective. Reading, MA: Addison Wesley. Argyris, C., & Schon, D. (1996). Organizational Learning II: Theory, method and practice. Reading, MA: Addison Wesley. Argyris, C. (1999). Flawed Advice and the Management Trap. New York: Oxford University Press. Sources: Business The Ultimate Resource (2006). Cambridge, MA: Perseus Books (pp ) Smith, M.K. (2001). Chris Argyris: theories of action, double-loop learning and organizational learning. The encyclopedia of informal education. Retrieved February 3, 2009, from