Chapter

Inconsistent and Unactionable Advice

Chris Argyris

in Flawed Advice and the Management Trap

Published in print January 2000 | ISBN: 9780195132861
Published online October 2011 | e-ISBN: 9780199848645 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780195132861.003.0002
Inconsistent and Unactionable Advice

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This chapter describes and reviews some inconsistent and unactionable advice from Stephen Covey's Seven Habits of Highly Effective People. It also looks at developing effective groups and meetings with Doyle and Strauss, Real Change Leaders (RCLs) by John Katzenback, Transforming Organizations by Kotter, as well as considering executive insight. In Covey's case, it is not clear how a combination of trust and mistrust, accompanied by cover-ups, will bring out the best in people. Nor is it possible to know when patience is a defense. In Doyle and Strauss, it is not clear what the cues are that would lead an advisor or leader to become convinced that a group needs help. RCLs are said to empower everyone by requiring results and accountability, yet their own words strongly suggest this is not the case. RCLs are said to be both tough and participative, yet their own statements do not illustrate this claim.

Keywords: Steven Covey; Real Change Leaders; John Katzenback; Doyle; Strauss; Kotter; executive insight

Chapter.  5903 words. 

Subjects: Knowledge Management

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