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Flawed Advice and the Management TrapHow Managers Can Know When They're Getting Good Advice and When They're Not$
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Chris Argyris

Print publication date: 2000

Print ISBN-13: 9780195132861

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195132861.001.0001

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Generating Internal Commitment to Values

Generating Internal Commitment to Values

(p.158) 9 Generating Internal Commitment to Values
Flawed Advice and the Management Trap

Chris Argyris

Oxford University Press

This chapter describes how to generate internal commitment to values. Values form the core of any organization. And while the values that each firm organizes around will differ, a great deal of agreement exists among popular business book authors about how to create commitment to a set of values within an organization. Nearly all of them suggest something akin to the following: define the values clearly; communicate the values with the use of a multimedia network; have senior executives, and other powerful people, champion the values; and make sure that employees understand the values and accept them. Internal commitment is created when individuals have a significant influence on defining the goals to be achieved and the paths required to achieve them, when the goals represent a significant challenge, and when all these are related to the central values and needs of the individuals.

Keywords:   internal commitment, multimedia network, goals

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