Chris Argyris Social psychologist, management specialist Date of Birth: 16.07.1923 Country: USA

1. Biography of Chris Argyris
2. Work at Yale University and Harvard
3. Focus on Organizational Learning
4. Study of Resistance to Learning
5. Potential and Trust in Organizations
6. Contributions and Recognitions

Biography of Chris Argyris

Chris Argyris was born in 1923 in Newark, New Jersey, USA. He served in the army during World War II and achieved the rank of lieutenant. After the war, Argyris studied at Clark University, where he earned his bachelor's degree in psychology. He later pursued his master's degree at the University of Kansas. In 1951, he obtained his doctorate from Cornell University.

Work at Yale University and Harvard

For the next two decades, Argyris worked at Yale University. He then moved on to Harvard and several business schools. Early in his career, Chris Argyris became interested in organizational structures and organizational change. His research in this area resulted in the books "Personality and Organization" (1964) and "Organization and Innovation" (1965).

Focus on Organizational Learning

Later on, Argyris shifted his focus to the applicability of knowledge and the field of organizational learning. He was intrigued by the process of accumulating and utilizing experience within the development of a company. This led to his collaboration with Donald A. Schön and the publication of "Organizational Learning: A Theory of Action Perspective." The book brought both authors worldwide recognition, particularly for their theory of single and double-loop learning.

Study of Resistance to Learning

Through his research and experiments, Argyris discovered and described an interesting tendency towards resistance to learning. He developed a theory that explains this inherent resistance and formulated ways to transition from reflexive behavior to conscious practice. He extensively studied the personal development of employees in various companies and carefully examined the defensive mechanisms unintentionally used by managers in opposition to change.

Potential and Trust in Organizations

According to Argyris, every employee possesses a certain potential that can either be developed or suppressed by the system they are a part of and the surrounding environment. He believed that this "unleashing of personal potential" would benefit both the employee and the entire organization. However, leaders and employees often lack "interpersonal relationship trust," which hinders the realization of this potential.

Contributions and Recognitions

Argyris authored over 30 books and published more than 400 articles. He received numerous honorary doctorates from various educational institutions and has been the recipient of several awards and accolades. Argyris also worked as a business consultant for companies such as IBM, Shell, and Du Pont. He was sought after by various government organizations in the USA and Europe. Argyris served as a member of the advisory board for the UK's Monitor Group.