Initiating change that perseveres

Public Sector Performance: Management, Motivation, and Measurement

Volumn , Issue , 2018, Pages 57-64

  Argyris, Chris ^a  

^a NONE

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EID: 79959376151     PISSN: None     EISSN: None     Source Type: Book    
DOI: 10.4324/9780429497964     Document Type: Chapter

References (8)

1. “Theories-in-Use Model I and Model II.” In Chris Argyris. 1982. Reasoning, Learning, and Action.San Francisco: Jossey-Bass, 82-106.
2. C. Argyris. 1990. Overcoming Organizational Defenses. Boston: Allyn and Bacon.
3. “Defensive Routines that Limit Learning.” In C. Argyris. 1993. Knowledge for Action: A Guide to Overcoming Barriers to Organizational Change. San Francisco:Jossey-Bass. 49-66.
4. C. Argyris. 1990. Overcoming Organizational Defenses. Boston: Allyn and Bacon, 6-9.
5. C. Argyris and D. Schon. 1974. Theory in Practice: Increasing Professional Effectiveness.San Francisco
6. Jossey-Bass, and C. Argyris and D. Schon. 1978. Organizational Learning: A Theory of Action Perspective. Reading, Mass.: Addison-Wesley.
7. C. Argyris. 1982. Reasoning, Learning, and Action. San Francisco: Jossey-Bass.
8. C. Argyris. 1982. Reasoning, Learning, and Action. San Francisco: Jossey-Bass, 101-104.