Theories of action: theory-in-use and espoused theory
(People have mental maps with regard to how to act in situation)
The distinction made between the two contrasting theories of action is between those theories that are implicit in what we do as practitioners and managers, and those on which we call to speak of our actions to others.
Theories-in-use: govern actual behavior and tend to be tacit structure.
Espoused theory: the world we use to convey what we do or what we would like others to think we do.
To fully appreciate theory-in-use we require a model of the processes involved.
3 elements:
1. Governing variable: those dimension that people are trying to keep within acceptable limits.
2. Action strategies: the moves and plans used by people to keep their governing values within the acceptable range.
3. Consequences: the result of the actions.
The consequences might work against the person’s governing values.
Two responses to this mismatch:
Single loop learning: given or chosen goals, values, plans and rules are operationalize rather than questioned (error and correction process)
Double loop learning: question the governing value themselves, to subject them to critical scrutiny. (when error is detected and corrected in ways that involve the modification of and organization’s underlying norms, policies and objectives.
| Model I | Model II |
| The governing Values of Model I are:
Achieve the purpose as the actor defines it Win, do not lose Suppress negative feelings Emphasize rationality Primary Strategies are: Control environment and task unilaterally Protect self and others unilaterally Usually operationalized by: Unillustrated attributions and evaluations e.g.. “You seem unmotivated” Advocating courses of action which discourage inquiry e.g.. “Lets not talk about the past, that’s over.” Treating ones’ own views as obviously correct Making covert attributions and evaluations Face-saving moves such as leaving potentially embarrassing facts unstated Consequences include: Defensive relationships Low freedom of choice Reduced production of valid information Little public testing of ideas
|
The governing values of Model II include:
Valid information Free and informed choice Internal commitment Strategies include: Sharing control Participation in design and implementation of action Operationalized by: Attribution and evaluation illustrated with relatively directly observable data Surfacing conflicting view Encouraging public testing of evaluations Consequences should include: Minimally defensive relationships High freedom of choice Increased likelihood of double-loop learning |
Chris Argyris: theories of action, double-loop learning and organizational learning. The work of Chris Argyris (1923-) has influenced thinking about the relationship of people and organizations, organizational learning and action research. Here we examine some key aspects of his thinking.