Chapter

Organizational Consequences of Using Inconsistent 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/9780195132861.003.0003
Organizational Consequences of Using Inconsistent Advice

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Inconsistent advice often leads to counterproductive outcomes. This chapter digs deeper into them. There are also common sentiments among top-level managers. Beneath the rhetoric, there often lurk inner contradictions that, although rarely acknowledged, have profound implications. In the name of maintaining a good working relationship, the examples shown here illustrate how parties bypassed and then covered up their bypass. The inevitable result: inner contradictions remain and frustration grows. Thus, gaps and inconsistencies are not just problems of logic or argument. They are a recipe for bickering, dysfunctional behavior, and lackluster performance.

Keywords: inconsistent advice; dysfunctional behavior; working relationships

Chapter.  3093 words. 

Subjects: Knowledge Management

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