How We Deal with Difficult Situations

Chris Argyris

in Organizational Traps

Published in print April 2010 | ISBN: 9780199586165
Published online October 2011 | e-ISBN: 9780191702426 | DOI:
How We Deal with Difficult Situations

Show Summary Details


We say we value openness, honesty, integrity, respect, and caring, but act in ways that undercut these values — not just once in a while, on very rare occasions, but regularly and routinely — whenever we face threatening or otherwise difficult situations. We then deny we are doing this and cover up our denial, thus trapping ourselves. This chapter presents two examples to document how this works. The first example discusses how people at the State Department behaved in the course of a new initiative put forth by Dean Rusk, Secretary of State. The second example is Andrew Grove's leadership actions during his tenure as Intel's CEO.

Keywords: organizational behaviour; traps; Dean Rusk; State Department; Andrew Grove; Intel; leadership; organizational change

Chapter.  3357 words. 

Subjects: Organizational Theory and Behaviour

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.