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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
Organizāciju aizsardzības mehānismi
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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
‘I did not know’
Error
causes
‘I have to correct it’
causes
First order error
Skilled incompetence
Error
causes
‘It is necessary for survival’
causes
Second order error
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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
Activities failure
succ
ess
Framing of the success
Criteria for framing
description of the success
seeing success
perceiving failure
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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
Activities
succ
ess
Criteria for framing
description of the success
failu
re
??
Framing of the success
?
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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
Activities
succ
ess
Criteria for framing
description of the situation
fail
ure
Framing of the success
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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
Logic of defensive routines
• Craft messages that contain inconsistencies.
• Act as if the messages are not inconsistent.
• Make ambiguity and inconsistency in the messages undiscussable.
• Make the undiscussability of the undiscussable also undiscussable.
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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
Decision(on the basis
of inconsistent information)
Covering up of the
error
Covering up of the covering up of the
error
1)violation of managerialstewardship2)inconsistent information(error)
1)prevention of threat from error,2)threat from covering up the error,3)inconsistent information
1)prevention of the threat from covering up the error,2)inconsistent information
Mechanism of organisational defenses
Threat
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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
New system with defensive routines
New system without defensive routines
Faster death of an application organisation
Temporary slow down in the application organisation
Threat to loose a market for application organisation
Potential cause for defensive routines in the development organisation
Delay in stating the requirements because of defensive routines in the application organisation
Threat not to do a project
Potential cause for defensive routines in the application organisation
RE
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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
Model 1 (behaviour causing skilled incompetence)
• To be in unilateral control
• To win
• Not to upset people
• Face saving face sawing white lies cover up white lies
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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
Seven world wide management errors
1. Actions intended to increase understanding and trust often produce misunderstanding and mistrust
2. Blaming others and the system for poor decisions
3. Organisational inertia: the tried and proven ways of doing things dominate organisational life
4. Upward communication for difficult issues are often lacking
5. Budget games
6. People do not behave reasonably, even when it is in their interest
7. The management teem is often the myth
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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
Budget games (1)• Foot in the door. Sell a new program modestly. Conceal its real
magnitude• Hidden ball. Conceal a politically unattractive program within an
attractive one• Divide and conquer. Seek approval of a budget request from
more than one supervisor• Distraction. Base a specific request on the premise that an overall
program has been approved when this is not in fact the case• It’s free. Argue that someone else will pay for the project so the
organisation might as well approve it.• Razzle-dazzle. Support the request with voluminous data, but
arranged in such a way that their significance is not clear
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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
Budget games (2)• Delayed back. submit the date late, arguing that the budged
guidelines required so much detailed calculation, that the job could not be done on time
• Our program is priceless. It is difficult to argue against defense or human life
• It can’t be measured. The real benefit is subjective• Tomorrow and tomorrow. If there is no results today, promise
some in the future• Stretching things. The real skill is not simply to promise something
that is difficult to prove; promise something that is impossible to disprove
• Both ends against the middle. Play competing committees against each other
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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
People do not behave reasonably when they are faced with facts that are upsetting. Some of the most common defenses people use, when in difficulty, are
the following:
• There is nothing wrong with us that the long production run wouldn’t cure (rejection)
• Tomorrow we’ll get organised and plan (procrastination)• Death in the drawer (indecision)• Paralysis by analysis (lack of implementation follow-up)• The more paint we sell, the more money we lose (strategic
ineffectiveness)• What the boss doesn’t know won’t hurt him (sabotage)• Let’s get back to real work (regression)
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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
Informed choice
Valid information
Responsibility to monitor how well the choice is implemented
Seek to produce
stimulates stimulates
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Argyris C. Overcoming Organisational Defences: Facilitating Organisational Learning, Prentice-Hall, Inc., 1990.
Inconsistentinformation
Misunderstan-dings
Blaming others
Organisational inertia
Budged games
Lack of upward communication of difficult issues
Unreaso-nable behaviour
Manage-ment team - a myth
Undis-cussible topics
Consistency and completeness checking of information
Analysis of knowledge distribution in organisations
Analysis of history of organisational processes
Analysis of vertical communication lines in organisations