Anyone who has spent time in an organization knows that
dysfunctional behavior abounds. Conflict is frequently avoided or
pushed underground rather than dealt with openly. At the same time,
the same arguments often burst out again and again, almost
verbatim. Turf battles continue for extended periods without
resolution. People nod their heads in agreement in meetings, and
then rush out of the room to voice complaints to sympathetic ears
in private. Worst of all, when people are asked if things will ever
change, they throw up their hands in despair. They feel like
victims trapped in an asylum. And people often are trapped. But
they are not trapped by some oppressive regime or organizational
structure that has been imposed on them. They are not victims. In
fact, people themselves are responsible for making the status quo
so resistant to change. We are trapped by our own behavior.
Researchers and practitioners have often reflected on these things,
but there is a puzzle. On the one hand, there is substantial
agreement that these traps are counterproductive to effective
performance. On the other hand, there is almost no focus on how
organizational traps can be prevented or reduced. This book argues
that whatever theory is used to describe and understand such
organizational traps should be used to design and implement
interventions that reduce and prevent them. Argyris is one of the
world's leading management scholars whose work has consistently
shed light on organizational problems. This book is essential
reading for MBAs, managers, and consultants.
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