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Organizational Traps
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Table of Contents

Introduction
Part I: Why we Act Against our own Stated Interests
1: How we Deal with Difficult Situations
2: Actions that Trap us
3: Causes of Traps
Part II: How Conventional Approaches Bypass Traps - and What to do about it
4: Leadership and Traps
5: Culture, Leadership, and Traps
6: Strengthening New Approaches
Conclusion: Traps and the Human Predicament

About the Author

Chris Argyris is the James Bryant Conant Professor of Education and Organizational Behavior Emeritus at Harvard University. He has consulted to numerous private and governmental organizations. He has received many awards including thirteen honorary degrees and Lifetime Contribution Awards from the Academy of Management, American Psychological Association, and American Society of Training Directors. His most recent books are, Flawed Advice and the Management
Trap (OUP, 1999), and Reasons and Rationalizations (OUP, 2004). A chair professorship was established in his name in 1994 at Yale University. He is a Director Emeritus of Monitor Group.

Reviews

`For over half a century, Chris Argyris has been helping those who are willing to reflect on their own behavior to become more effective. This latest work is his clearest elucidation yet of why we fall into the traps that stymie us and how we can author our own escapes. And while he is at it, he provides wise counsel on how to audit the logic of those who purport to tell us the secrets of leadership.'
Roger Martin, Dean, Rotman School of Management, University of Toronto
`Chris Argyris is a master of revealing the universal dysfunctionalities of organisations and the challenges of dealing with them. Here he picks up the theme of Organizational Traps and successfully links them to issues of leadership, culture, and organizational design. Once again Argyris offers us insights in how to understand and tackle them.'
Andrew M Pettigrew OBE, FBA, Professor of Strategy and Organisation, Saïd Business School
`Argyris has once again challenged my thinking, theories and advice. Despite an explosion of books and articles about how to lead, improve organizational effectiveness and change culture we continue to see well intentioned and competent leaders embroiled in personal and organizational failures. Using decades of research, Argyris shows us the problem; our theories and advice ignore or bypass the hard truth; people avoid conversations that will help them
learn about gaps between their intention to change and reality. Argyris argues that this well documented truth must be incorporated in our theories if they are to be robust and make a sustained difference. And
leaders must insist we do if they are to avoid spending millions on flawed advice.'
Michael Beer, Chairman, TruePoint and Professor Emeritus, Harvard Business School
`It is rare for a serious management book to be a real page-turner, but this one is. Drawing on fascinating cases from a lifetime of research on group and organizational dynamics, Chris Argyris shows how our own reasoning processes entrap us in patterns of behavior that we detest but cannot change. He explains how these traps become self-sealing and why even our best efforts to escape them merely tighten their bonds. The provocative strategy he offers for
breaking out of our self-created traps merits close attention by anyone who seeks to improve life and work in organizations.'
J. Richard Hackman, Edgar Pierce Professor of Social and Organizational Psychology, Harvard University

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