Jump to ContentJump to Main Navigation
Flawed Advice and the Management TrapHow Managers Can Know When They're Getting Good Advice and When They're Not$
Users without a subscription are not able to see the full content.

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

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2020. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 25 November 2020

Critiquing Advice

Critiquing Advice

(p.99) 6 Critiquing Advice
Flawed Advice and the Management Trap

Chris Argyris

Oxford University Press

This chapter contains some new designs and approaches for appraising the performance of individuals. It shows how readers might critique the advice they receive from consultants or from popular business books. It critiques on one of the most thoughtful books on change, Taking Charge of Change: 10 Principles for Managing People and Performance. The second part of this chapter looks at a case where change professionals contend that the line managers are increasingly focusing on “the numbers” and ignoring the human factors that everyone agreed at the outset were so important.

Keywords:   human factors, consultants, change professionals, line managers

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .