Search
  Advanced Search
 
Journal search
Journal cover: Learning Organization, The

Learning Organization, The

ISSN: 0969-6474

Online from: 1994

Subject Area: Organization Studies

Content: Latest Issue | icon: RSS Latest Issue RSS | Previous Issues

Options: To add Favourites and Table of Contents Alerts please take a Emerald profile

Previous article.Icon: Print.Table of Contents.Next article.Icon: .

Immunity to transformational learning and change


Document Information:
Title:Immunity to transformational learning and change
Author(s):David J. Bochman, (University of Idaho, Boise, Idaho, USA), Michael Kroth, (University of Idaho, Boise, Idaho, USA)
Citation:David J. Bochman, Michael Kroth, (2010) "Immunity to transformational learning and change", Learning Organization, The, Vol. 17 Iss: 4, pp.328 - 342
Keywords:Change management, Learning, Organizational theory, Organizations
Article type:Conceptual paper
DOI:10.1108/09696471011043090 (Permanent URL)
Publisher:Emerald Group Publishing Limited
Abstract:

Purpose – The purpose of this paper is to examine and synthesize Argyris and Schön's Theory of Action and Kegan and Lahey's theory of Immunity to Change in order to produce an integrated model.

Design/methodology/approach – Literature discussing Argyris and Schön's Theory of Action (Model I and Model II), single and double-loop learning, espoused theory and theory-in-use; and Kegan and Lahey's theory of Immunity to Change was examined. The two theories were then summarized, analyzed, compared and synthesized into an integrated model.

Findings – Within Kegan and Lahey's model of an immunity system, the Argyris and Schön Model I Unilateral Control Model should be considered a competing commitment. Kegan and Lahey's theory identifies a critical causal element (underlying assumption) not previously identified by the Argyris and Schön Theory of Action, thus opening the potential for expanded effectiveness by practioners of Argyris and Schön's theory.

Originality/value – Little attention has been given in the literature to comparing or integrating these two theories. The synthesis of the two theories opens the possibility of overcoming limitations experienced by practitioners promoting double-loop learning in organizations.



Fulltext Options:

Login

Login

Existing customers: login
to access this document

Login


- Forgot password?
- Athens/Institutional login

Purchase

Purchase

Downloadable; Printable; Owned
HTML, PDF (210kb)Purchase

To purchase this item please login or register.

Login


- Forgot password?

Recommend to your librarian

Complete and print this form to request this document from your librarian


Marked list


Bookmark & share

Reprints & permissions