Podcasts about argyris

Andy and Mon-Chaio explore the dense yet insightful book 'Action Science' by Chris Argyris. They discuss Argyris's method of developing self-knowledge to break existing norms and achieve actionable knowledge. The conversation covers the core principles and propositions of action science, including the importance of understanding one's reasoning, questioning underlying assumptions, and fostering mutual learning. Tune in to discover how self-awareness can transform not just individuals but entire organizations. Transcript - https://thettlpodcast.com/2025/02/04/s3e4-action-science/ References Action Science - https://actiondesign.com/resources/readings/action-science The School of Life - https://www.theschooloflife.com/ Episode on Future Search - https://thettlpodcast.com/2025/01/28/s3e3-future-search/

For Episode 163, Marsha explores the relevance of Chris Argyris's "ladder of inference" model in the context of current global crises and the US election. The model, which breaks down the process of data selection, interpretation, and decision-making, is used to understand how individuals form opinions and beliefs.To access a full transcript of this episode, please visit http://www.marshaclarkandassociates.com/transcripts/a-dangerous-dance.To find out more about Marsha or to purchase a copy of her book, "Embracing Your Power: A Woman's Path to Authentic Leadership & Meaningful Relationships," visit her website at www.marshaclarkandassociates.com.

In this "Think Tank" episode, Robert hosts actress and wellness enthusiast Michelle Argyris. They discuss Michelle's acting career and her transformative experiences with psychedelics, particularly mushrooms. Michelle shares how her initial hesitation became a profound journey that helped her confront deep-seated fears and anxieties, ultimately shifting her focus from ego-driven pursuits to a more heart-centered approach. They explore themes of self-love, the interplay of light and dark within individuals, and the responsible use of psychedelics for personal growth and healing. The conversation also touches on the significance of relationships as mirrors of ourselves, the concept of reincarnation, and the importance of accepting life to find true peace and love. Michelle discusses her current work in breathwork, meditation, and wellness practices, emphasizing creating safe spaces for healing. She promotes her wellness company, Wind Tuition Wellness, and shares her aspirations for public speaking and expanding her influence in the wellness community. This episode offers a rich dialogue on personal transformation, the healing potential of psychedelics, and the journey toward self-discovery and acceptance. Robert Edward Grant Books: https://robertedwardgrant.com/store/#books Courses: https://robertedwardgrant.com/courses/ Store: https://robertedwardgrant.com/store/#apparel Connect with Michelle Argyris Instagram: https://www.instagram.com/michelle_argyris/?hl=en Connect with Robert Grant: YouTube - https://www.youtube.com/@Robert_Edward_Grant Instagram - https://www.instagram.com/robertedwardgrant/?hl=en Facebook - https://www.facebook.com/robertedwardgrant/ Website - https://robertedwardgrant.com Subscribe to the Robert Edward Grant Podcast: Spotify - https://open.spotify.com/show/2XrShu3YdP2cIvF6rR0nWB Apple Podcast - https://podcasts.apple.com/us/podcast/robert-edward-grant-think-tank/id1657287338

Vasiliki Artinopoulou, Professor of Social and Political Sciences, Director, Restorative Justice and Mediation Lab, Director, Institute on Crime & Criminal Justice, European Public Law Organization, Department of Sociology, Panteion University, Greece, and Argyris Stringaris, Professor of Child and Adolescent Psychiatry, Pro-Vice-Provost UCL Grand Challenge in Mental Health & Wellbeing Immediate Past Rector, University College London, UK & National Kapodistrian University of Athens, Greece, discuss about Youth Violence: Both a societal and a medical problem.

The lads review the 2-1 narrow win at Othellos. Join our channel for exclusive content and discounted merch!   / @nochoftes  ⚠️ Follow us on Insta: ⚠️: Stel -   / chestel  ⚠️ Roy -   / roynochoftes  ⚠️ Omonoia Football Town -   / omonoia.football.town  ✅ LIKE ✅ SUBSCRIBE ✅ COMMENT ✅ SHARE ✅ TELL YOUR NOUNA #NOCHOFTES MEMBER PRIZE WINNERS  3rd Prize - A choice of #NOCHOFTES merch: Mug/Beer Glass/T-Shirt: Andreas Kazakeos, ARGYRIS & Constantinos Spastris  2nd Prize - €50: @user-vo1gz4tr4n  1st Prize - Signed Omonoia shirt: Marios Christodoulou  Congratulations to all our winners and thank you to every member for making this giveaway possible! More giveaways to come!  Can the winners please contact me, Roy or Petros so we can make arrangements.  We will need verification from @user-vo1gz4tr4n    THANKS! F*CK ANTROPI T-SHIRTS NOW AVAILABLE! Artwork: Omonoia Football Town

Easily listen to Social Skills Coaching in your podcast app of choice at https://bit.ly/social-skills-home00:01:10 In 1974, business professor Chris Argyris created a handy tool00:06:22 How to Use the Ladder in Your Own Life00:16:02 Consider the following speech made by Barack Obama at the 2004 Democratic National Convention00:18:23 George Lakoff is an author and professor of cognitive science and linguistics.Hear it Here - https://adbl.co/3N9lsjI • Poor communication arises as a result of a mismatch of perspectives, approach, or conversational skill. People process information differently, but to avoid misunderstandings, communicate consciously and use the “ladder of inference.” It shows the unique way that people use their experiences to make meaning: observations > selected data > meanings > assumptions > conclusions > beliefs > actions. • Conflict can occur when people are on different rungs. To improve communication, see where people are and how their ladder of inference is working for them, then speak to that, in sequence, and without blame or shame. • Good communicators deliberately create their own frames during conversations and position their line of thinking by using specially chosen words, expressions, and images. Change frames and you change meaning. • Deliberately engineer your conversational frame and invite the other person in using pre-existing concepts they're familiar with to improve the chances they'll be receptive. Remember that reality is fixed, but the meaning of reality is dynamic and subject to change. #ACTIONS #ACTIONSBELIEFSCONCLUSIONSASSUMPTIONSMEANINGSSELECTEDDATAOBSERVATIONS #Argyris #ASSUMPTIONS #BELIEFS #Birkin #ChrisArgyris #CONCLUSIONS #GeorgeLakoff #Hermes #MEANING #POOLOFOBSERVATIONS #SELECTEDDATA #RussellNewton #NewtonMG #SocialSkillsCoaching #PatrickKindConsulting #PatrickKing

Message from Guest on August 15, 2023

Greg wraps up his conversation with Argyris Stasinakis, the inspiring Executive Partner and Board Member at MarineTraffic. In this episode, Greg and Argyris dive into the intersection of science and business and explore the challenges of executing ideas in the early stages of a startup. Argyris shares his insights on how MarineTraffic was able to retain top talent and prevent the team from spreading too thin, all while maintaining a strong vision and focus on innovation. Join them as they uncover the secrets to building and scaling successful startups, from recruiting and retaining top talent to navigating the challenges of growth and expansion. Argyris provides valuable advice on how startups can leverage their unique strengths and resources to achieve their goals and create a lasting impact in their industry. Whether you're an entrepreneur, scientist, or simply interested in the world of business, this episode is a must-listen.

On this episode of the Startup Science Podcast, Greg has the privilege of speaking with the one and only Argyris Stasinakis, a true visionary and pioneer in the world of maritime technology. Join them as they explore Argyris's journey, from his early days as an entrepreneur to his current role as Executive Partner and Board Member at MarineTraffic. Discover how he turned MarineTraffic into a global leader in ship tracking and data intelligence, revolutionizing the way we understand and navigate the world's oceans. Argyris shares his insights on the importance of innovation, collaboration, and resilience in building successful businesses. He also discusses the exciting acquisition of MarineTraffic by Kpler, and the potential for data intelligence to transform the maritime industry's future. Whether you're an aspiring entrepreneur or simply interested in the world of business, this episode is a must-listen. So grab your earbuds and join us as we embark on an inspiring journey with one of the brightest minds in the world of business.

We complete our exploration of motivational theory linked to leadership.  We complete our 3-part mini-series by looking Inyo four final studies into motivational theory; Locke and Latham's Theory of Goal Setting (1968), Alderfer's ERG Theory (1969), Urwick's Theory Z (1969) and Argyris's Theory (1971). As we know this is one of the hardest things to get right, so we look to bring together the 12 pieces of research to help us gain an understanding of how we can implement the research within our leadership practice.  If we can work hard to develop the environment for encouraging intrinsic motivation, then not only will we develop ourselves, but more so those within our charge and the organisation will benefit as a whole.

Today Rachel gets to talk to actress Michelle Argyris about her career and new movie on Lifetime: RECORD BREAKING CHRISTMAS Follow Michelle on instagram https://www.instagram.com/michelle_argyris/ Follow Michelle on twitter https://twitter.com/michelleargyris?lang=eu Check out Home for Hallmark https://podcasts.apple.com/us/podcast/home-for-hallmark/id1538317208 Pick up IF I ONLY CHRISTMAS WOULD COME using our affiliate link https://amzn.to/3UpVlae Our Christmas podcasts are at https://www.youtube.com/watch?v=X4f2KtBPzUE&list=PLXv4sBF3mPUDo41tHqhkjHCvedmZwLzHx For all of our interviews https://www.youtube.com/watch?v=th52RX04G9c&list=PLXv4sBF3mPUA_0JZ2r5fxhTRE_-RChCj5 Follow Rachel on twitter twitter.com/rachel_reviews Join us over on Patreon! http://www.patreon.com/hallmarkies Check out our merch: https://www.teepublic.com/stores/hallmarkies Send us your feedback at feedback@hallmarkiespodcast.com Follow Rachel's blog at http://rachelsreviews.net Follow Rachel's Reviews on youtube https://www.youtube.com/c/rachelsreviews Learn more about your ad choices. Visit megaphone.fm/adchoices

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https://www.patreon.com/datameshradio (Data Mesh Radio Patreon) - get access to interviews well before they are released Episode list and links to all available episode transcripts (most interviews from #32 on) https://docs.google.com/spreadsheets/d/1ZmCIinVgIm0xjIVFpL9jMtCiOlBQ7LbvLmtmb0FKcQc/edit?usp=sharing (here) Provided as a free resource by DataStax https://www.datastax.com/products/datastax-astra?utm_source=DataMeshRadio (AstraDB); George Trujillo's contact info: email (george.trujillo@datastax.com) and https://www.linkedin.com/in/georgetrujillo/ (LinkedIn) Transcript for this episode (https://docs.google.com/document/d/1saxAgpV9y2wdfWVwfmFFyb6YFJqoXugMMMXH7fOVaQw/edit?usp=sharing (link)) provided by Starburst. See their Data Mesh Summit recordings https://www.starburst.io/learn/events-webinars/datanova-on-demand/?datameshradio (here) and their great data mesh resource center https://www.starburst.io/info/distributed-data-mesh-resource-center/?datameshradio (here) In this episode, Scott interviewed Argyris Argyrou, Head of Data, and Konstantinos "Kostas" Siaterlis, Director of Big Data at Orfium. There is a ton of useful information on anti-patterns, what is going well now, advice, etc. in this one. From here forward in this write-up, A&K will refer to Argyris and Kostas rather than trying to specifically call out who said which part in most cases. Some key takeaways/thoughts from A&K's points of view: On a data mesh journey: "It's not a sprint, it's a marathon." Pace yourself. It's okay to go at your own pace, don't worry about what other people are doing with data mesh, do what's right for you. Really focusing on the why and showing people results was a far better driver to buy-in and participation than any amount of selling about data mesh as a practice. Calling it data mesh when trying to explain it to people outside the data team didn't go well either... Orfium's "Data Doctor" approach - a low friction and low pressure office hours for a general staff data engineer - has really helped people help with data challenges and in spreading good data practices but without the "Doctor" becoming a bottleneck. The Data Doctor's role is to answer questions and provide guidance but not do the work for people. Then, take what was discussed and the best practice and document it for others to learn from - providing good leverage for scaling best data practices. In a smaller company like Orfium (~250 people), it's hard to justify a lot of full-time heads to implement data mesh. And trying to treat a data mesh implementation like a side-project also creates issues. There isn't a great answer here on exactly what to do except possibly take things slower than most startups are used to. Your data will still be waiting for you a few months later. If you are having difficulty driving broad buy-in, showing people what data mesh can do in action really helped at Orfium. Once they saw the approach delivering value, they wanted to participate. When trying to drive buy-in, specifically talking about data mesh didn't work well with non data folks. It's very easy to get confused around data mesh for data folks - just imagine it for non data folks. Trying to use Zhamak's articles as the optimal early state - where you need to be just to get moving - requires far too much work. Get to a place where you can try, learn, iterate, and repeat on your way to driving value. It's a journey! It's probably not a great idea for your first use case to be your most advanced or complicated - you will build your platform to focus on serving those needs instead of general affordances. Jen Tedrow's episode covers this quite nicely. Really assess how much additional work your data products will be for a data product owner. For Orfium, it was something to add to the existing product managers' plates as it wasn't a huge incremental burden just yet. Consider splitting your mesh data product ownership between business context ownership...

Can't figure out how to fix your air conditioning or need help elevating your DIY home projects? Around the House with the Steve Cochran Show can answer all of your problematic remodeling questions! This week's expert on Around the House Deck Tech's George Argyris offers advice about how to protect, improve and repair your deck! Around the House with The Steve Cochran Show Sponsored by Perma-Seal Basement Waterproofing Systems. https://www.permaseal.net/See omnystudio.com/listener for privacy information.

Get in the Herd with host Nathan Mitchell and guest Art Argyris --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Derian guest hosts and talks to Art on today's episode of Get in the Herd --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Read the full Show Notes and search through the world's largest audio library on Scrum directly on the Scrum Master Toolbox Podcast website: http://bit.ly/SMTP_ShowNotes. Often we refer to Change “management”, however, managing change in practice is very difficult. When we think of “change” as a normal path of evolution, however, things change. The metaphor helps us discover new approaches and possibilities. In this episode, we explore how thinking about change as an evolution changes the work we do as Scrum Masters and change agents.  In this segment we talk about the books Theory U by C. Otto Scharmer, Knowledge for Action by Argyris; and we refer to Systems Thinking and some of the thinkers that influenced the Agile movement: Ari-Pekka Skarp, Esko Kilpi, Ralph Stacey. About Nilesh Makan Nilesh is the founding Director at Padawan Consulting, where the vision is to build transformed businesses through transformed people. He works with companies in the arena of Digital Transformation, considering how to leverage people, process and technology to design and build innovative solutions. You can link with Nilesh Makan on LinkedIn and connect with Nilesh Makan on Twitter.

Director and female cast of SPARE PARTS Get "Spare Parts" today on Amazon! https://amzn.to/3yX23e5 Michelle Argyris - Amy Emily Alatalo - Emma Kiriana Stanton - Cassy Chelsea Muirhead - Jill and director Andrew Thomas Hunt Hosted by Nasty Neal, Terrible Troy and Treacherous Trista! #SpareParts #WithoutYourHead #RavenBanner #VideoInterview Subscribe to the Without Your Head newsletter to receive weekly updates on our schedule, guests and more! Watch us live Thursdays on www.withoutyourhead.com/liveGet your WYH gear: www.withoutyourhead.com/teesWatch us live every Thursday with an interactive chat www.withoutyourhead.com/liveZoom in live on video with us www.withoutyourhead.com/zoomPlease subscribe for more interviews! www.youtube.com/channel/UCOmwH7xVAhD-OOAqFWyTYTA?sub_confirmation=1 Join the Without Your Head community! www.FaceBook.com/Groups/WithoutYourHeadHorror --- Send in a voice message: https://anchor.fm/withoutyourhead/message Support this podcast: https://anchor.fm/withoutyourhead/support

APOBEC3B (A3B) is a newly recognized endogenous source of mutations in a range of human cancers by inflicting C-to-T or C-to-G base substitutions in 5′-TCA/T trinucleotidemotifs. In this episode, Drs. Harris and Argyris discuss the impact of their recent findings on the role of APOBEC3A in Head and Neck Squamous Cancer. Study by Argyris et al, Endogenous APOBEC3B overexpression characterizes HPV-positive and HPV-negative oral epithelial dysplasias and head and neck cancers. Modern Pathology, 34, 280-290, 2020. See acast.com/privacy for privacy and opt-out information.

Angel Marie and Kevin cover the "Weekly Rundown" followed by an in-depth interview with owner of Mere Argyris Fashion Studio, Mere Argyris.

Jacob and Job talk about theism, atheism, Judaism, Chabad, rebbes and more.Jacob's BitChute: https://www.bitchute.com/channel/faturechi/Jacob's YouTube: https://www.youtube.com/user/faturechi 

We respond to an intriguing and dense article from Avery Pennarun about what executives do. He takes us back to Andy Grove’s classic High Output Management and we reflect on the leverage leaders can use, how they and their staff can fool themselves into thinking they have the right information, and a mindset exercise to help you find “unknown unknowns”. SHOW LINKS: - What do executives do, anyway? by Pennarun: https://apenwarr.ca/log/20190926 and Hacker News discussion: https://news.ycombinator.com/item?id=21088425 - Andy Grove, High Output Management: https://www.amazon.co.uk/High-Output-Management-Andrew-Grove/dp/0679762884 - Art of Action: http://www.stephenbungay.com/Books.ink - Argyris, Organizational Traps: https://www.goodreads.com/book/show/8633384-organizational-traps - Unknown Unknowns, Rumsfeld: https://en.wikipedia.org/wiki/There_are_known_knowns *** We'd love to hear any thoughts, ideas, or feedback you have about the show. Email us: see link on troubleshootingagile.com Tweet us: twitter.com/TShootingAgile Also, if you'd like to leave us a review on iTunes (or just like and subscribe), you'll find us here: https://itunes.apple.com/gb/podcast/troubleshooting-agile/id1327456890?mt=2

Summary We’ve all heard the mantra - work smarter, not harder. But sometimes our idea of ‘smarter’ still isn’t the smartest way to work. We need to reflect on an entirely different level.   Transcript Welcome to episode 32 of the Leadership Today Podcast where each week we tackle one of today’s biggest leadership challenges. This week we are looking at the importance of taking time to reflect and challenge the work we’re conducting. We’ve all heard the mantra - work smarter, not harder. But sometimes our idea of ‘smarter’ still isn’t the smartest way to work. It’s quite possible to very efficiently completely miss the point, overlooking an opportunity to see things from an entirely new perspective. This is particularly a risk in high-paced, busy environments. Chris Argyris wrote a classic Harvard Business Review article in 1977 called “Double Loop Learning in Organizations”. In the article, Chris provided the example of an organisation that had a dud product, which was eventually discontinued. But those closest to production knew years in advance of the problems. However not all the information about the product’s issues were passed upwards (neither was this information sought out from those in decision making positions). The bad news was watered down. The delay in cancelling the product cost the organisation greatly. Chris highlighted this as a classic example of an organisation failing to learn. People ended up not questioning the work that was being done, but merely trying to streamline it. He saw them using single loop instead of double loop learning. Let’s use an example to describe what Chris meant by single and double loop learning. Let’s say I’m working on a project, and I notice that we’re starting to fall behind schedule - the project is slipping. One option is to work harder - just put in more hours to try to bring the project back to the original schedule. In this approach, we’re looking at the challenge from an ‘action - result’ perspective. To try to change the result, the only lever we can use is to do more of the action. We haven’t actually learnt anything. Chris would call this ‘zero loop learning’. There is no feedback loop between the result that has changed the action, beyond increasing the amount of action. A second option to address the slipping project is to work smarter. Here we notice the project is slipping, so we spend some time planning our approach. This could lead us to change our action - maybe we can streamline a process, or negotiate a change in the delivery date, or change the mix of resources on the project. This single loop from action back to planning may well help. We have learnt something and improved our approach to the project, so that’s a good thing, right? Of course it is - but is it the best course of action? Argyris described this as single loop learning - the gap to performance expectations loops back to a planning step that isn’t present in zero loop learning. This is likely to lead to some improvement, and it is where many people and organisations stop.  Double-loop learning is a completely new way of looking at the issue with the project. Instead of just working harder or smarter, we’re asking ourselves a new question - is it the right work? The double-loop takes us another step back from the project to explore our assumptions. What is the project trying to achieve? Why is this important? If we could start all over again, what other approaches could we use to address this need? It’s getting outside the work, and reflecting on bigger questions. It’s also about taking personal responsibility. Chris Argyris wrote a great follow up article in 1991 called “Teaching Smart People How to Learn”, again in Harvard Business Review. In it he described the work he had performed in management consulting firms, and the tendency for consultants and managers to blame their clients when projects didn’t deliver the expected outcomes. Consultants were quite happy to work on helping clients to learn and improve, but tended not to step back and think about how they could improve. Their focus on improving the performance of clients didn’t extend to themselves. When you don’t step back, the tendency is to blame others. The assumption is that you are approaching the client work well, so any performance issues are related to the client’s inability to learn. It reminded me of a financial institution I once worked with, where senior leaders would often talk negatively about customers. One senior leader regularly joked “this place would run much better if we didn’t have any customers”. Is it any surprise that the failed to see changes in the market and ultimately lost customers? After all, that’s what they jokingly wanted. When I shared the double-loop learning framework in a leadership program, one of the participants shared a story. They had been spending eight hours a week producing a series of reports, drawing data from various sources, and then distributing these reports to various people across the organisation. It’s what their predecessor had done, so was handed across to them as a task to complete. By using their knowledge of Excel, they managed to streamline the report preparation process, reducing it down to around half a day - a great example of single-loop learning. But they never received any feedback about the reports. So they sent an email out to the recipients - how do you use these reports, can I make them more helpful? No response. So they decided to stop producing the reports. Guess what happened - absolutely nothing. It turned out that no one was actually using the reports any more. So they ultimately improved their efficiency by 20% and bought themselves an extra day to focus on things that really mattered. So many people would have stopped at the single-loop step of developing a more efficient way to produce the reports, instead of stepping back and asking what the reports were for, and whether they were needed.   To make double-loop learning work we need a few things in place: Permission to question the approach - testing the assumptions is actually valued and actively solicited A culture that values feedback, even when it’s negative or critical, as long as the focus is on improvement Time to reflect on our approach - so many of us are hyper-busy with no time to reflect - reflection is never going to make it into the ‘important and urgent’ quadrant, so we need to schedule this reflection time in Take a wider view - what’s happening in other organisations, industries, professions, countries - read widely     References Chris Argyris - Double Loop Learning in Organizations - Harvard Business Review 1977 - https://hbr.org/1977/09/double-loop-learning-in-organizations Chris Argyris - Teaching Smart People How To Learn - Harvard Business Review 1991 - https://hbr.org/1991/05/teaching-smart-people-how-to-learn

Last week we emphasised the importance of practise to help you have better agile conversations and negotiations, and this week we describe two ways to practise - Argyris's two-column case studies and Dr. Burns's relationship journal - and a framework to use with both: record, reflect, revise, and roleplay. Join us in London on 19 March for our talk on "Sprinting In Place: The Cost of Missing Leadership Conversations"! SHOW LINKS: - Argyris's two column case study: https://blog.benjaminm.net/2011/02/16/argyriscasestudylearningmodelii/ https://hbr.org/1986/09/skilled-incompetence - Dr. David Burns's Interpersonal model & relationship journal https://feelinggood.com/2017/10/16/057-interpersonal-model-and-its-all-your-fault-part-4/ https://feelinggood.com/wp-content/uploads/2017/10/rj-revised-v-1c-dvl-v-1.pdf - Our SkillsMatter talk on 19 March: https://skillsmatter.com/meetups/11800-leadership-matters *** We'd love to hear any thoughts, ideas, or feedback you have about the show. Email us: see link on troubleshootingagile.com Tweet us: twitter.com/TShootingAgile Also, if you'd like to leave us a review on iTunes (or just like and subscribe), you'll find us here: https://itunes.apple.com/gb/podcast/troubleshooting-agile/id1327456890?mt=2

In the episode, Empowerment Starts Here with the Host (she’s flying solo). In it, she speaks about the practice of critical self-reflecting. She talks through foundational conditions required for self-reflecting: hunting for the location of power within the self; communicating with others to gain a deeper understanding of self and power; and being active and passive (reflective) in the work of social change so as to get closer to the espoused self (the idealized self). Not only does she provide the foundation for critical self-reflection, she provides examples from when she was an organizational leader responsible for promoting a collective practice for critical self-reflection.

Argyris Sfountouris ist Schweizer und Grieche, Physiker und Dichter, und er ist ein Überlebender. Er war noch keine vier Jahre alt, als deutsche Truppen im Juni 1944 in seinem Heimatort Distomo ein unvorstellbares Massaker anrichteten. Als Waisenkind kam er in ein Pestalozzi-Dorf in der Schweiz. Die Täter von Distomo, die den Krieg überlebt haben, sind allesamt straffrei ausgegangen. Sfountouris hat es sich mehr und mehr zur Lebensaufgabe gemacht, die Geschichte seines Heimatdorfes zu erzählen, dafür zu kämpfen, dass Kriegsverbrechen nicht in Vergessenheit geraten, dass Griechen und Deutsche ein besseres Verhältnis zueinander finden, indem sie sich gemeinsam ihrer gemeinsamen Geschichte stellen. Im Gespräch mit Regina Oehler erzählt Argyris Sfountouris aber auch, dass deutsche und griechische Schülerinnen und Schüler inzwischen gemeinsam Distomo besuchen.

This episode is an interview with Nilofer Merchant. She was in Helsinki speaking at the Nordic Business Forum 2015 a few weeks back. She’s an author of two books, she has received the Future Thinker award from Thinkers 50. Nilofer also has a popular TED talk and she’s a writer for publications such as Harvard Business Review.

• 組織学習とは？ 「組織が、ある経験を繰り返すことにより、その経験から知識やスキルが得られ、新しいルーチン(routine)を開発したり、既存のルーチンを改善していくプロセス(Shultz,2002)」、または、「行動におけるエラーを発見して、それを改善していくプロセス(Argyris, 1976)」を表す。 • 組織学習のレベル:シングルループ学習とダブルループ学習 組織が過去の経験から問題を発見し、既存の枠組みはそのまま維持しながら、その問題を改善していくことをシングルループ学習、既存の枠組みを完全に捨てて、新しい枠組みを導入することで、問題の根本的な改善を行うことをダブルループ学習という。本概念を提唱したArgyrisは、この二つの概念間の違いを、サーモスタットの事例を用いて説明している。設定温度に変化が生じたら、その設定温度に戻すヒーターのように、組織が設定された目標の中で改善を行うことはシングルループ学習である。ダブルループ学習は、設定温度を変えたり、他の手段を求めるなど、目標そのものを変えることを表す。 　 シングルループ学習とダブルループ学習の違いは、物事を正しく行うこと(doing things right、いわばマネジャーの仕事)と、正しい事を行うこと(doing the right things、いわばリーダーの仕事)の違いであり、どちらもその重要性は高い。ただ、今まで行ってきたことの効率を高める改善、つまり、シングルループ学習だけでは、環境の変化に対応できない場合が多い。今のように環境の変化が激しい時代の組織は、根本的な見直しが求められることが多いため、より持続的に競争優位性を維持するためには、ダブルループ学習の重要性が強調されている。 ダブルループ学習が可能になるためには、ある問題に対して、根本的な原因を探していくプロセスの定着やその組織文化作りが重要である。例えば、トヨタは、ある問題が生じた時に、5段階までに、その原因を遡って考えていると言われる(その問題の原因は何か、その原因はどこから来たのか、その原因の原因はどこからきたのか、など)。 今日のまとめ：組織がある経験を繰り返すことにより、既存の問題点を改善したり、改革するプロセスを組織学習という。組織学習を行うためには、既存の枠を維持しながら問題を改善するシングルループ学習だけではなく、より根本的な原因を改善することで組織改革を行うダブルループ学習も重要である。