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| Author: | Seo, M-G. |
| Title: | Overcoming emotional barriers, political obstacles, and control imperatives in the action-science approach to individual and organizational learning |
| Journal: | Academy of management learning and education
2003 : MAR, VOL. 2:1, p. 7-21 |
| Index terms: | Organizational learning Management |
| Language: | eng |
| Abstract: | The action-science approach to individual learning and organizational change has highlighted the possibility and significance of "double-loop" transformational change. This article expands the action-science framework (Argyris & Schön, 1974, 1978) in two ways, A. by identifying three sources of barriers that may fundamentally constrain the effectiveness of the action-science approach: (1) emotional barriers, (2) political obstacles, and (3) managerial control imperatives, and B. by drawing from theories of emotion, organizational power and politics, and institutional change, the study suggests three ways to overcome each barrier: (1) up-building positive affect, (2) leveraging opposing forces, and (3) bringing external legitimacy into the organization. |
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