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:
Organizational Consequences of Using Inconsistent Advice

Show Summary Details


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

Full text: subscription required

How to subscribe Recommend to my Librarian

Buy this work at Oxford University Press »

Users without a subscription are not able to see the full content. Please, subscribe or login to access all content.