5wd2(190108)institution search
5w-6w大作业关于行动科学的机构查询
采用倒序记录,最新的查询放在最前面,便于查看最新进展。
5wd2-190108
5wd2(190108)
18.5wd2(190108-15:56)汇总的学术机构
1.Donald A.Schon
麻省理工学院Massachusetts Institute of Technology
哈佛大学Harvard University
密歇根大学University of Michigan
2.Chris Argris
哈佛大学Harvard University
耶鲁大学Yale University
麻省理工学院Massachusetts Institute of Technology
圣母大学University of Notre Dame
美国研究生院Graduate School USA
3.Davydd J. Greenwood
康奈尔大学
辛辛那提大学
西新墨西哥大学
宾夕法尼亚大学
挪威科技大学
科兹明斯基大学
工作研究所
马德里康普顿斯大学
内布拉斯加大学林肯分校
印第安纳大学
4.Watzlawick,Paul,et al变化:问题形成原则和问题解决。1974年。
心理研究所,美国,加利福尼亚州的帕洛阿尔托
5.John Dewey
芝加哥大学
南伊利诺伊大学卡本代尔分校
威斯康星大学麦迪逊分校
哥伦比亚大学
康奈尔大学
密歇根大学
17.探索Donald A.Schon 的影响者John Dewey
https://academic.microsoft.com/#/search?iq=Composite(AA.AuN%3D%3D'john%20dewey')&q=john%20dewey&filters=&from=0&sort=0
约翰杜威
芝加哥大学
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关于: 约翰杜威(/duːi/; 1859年10月20日 - 1952年6月1日)是美国哲学家,心理学家和教育改革家,他的**在教育和社会改革方面具有影响力。杜威是与实用主义哲学相关的主要人物之一,被认为是功能心理学的父亲之一。2002年出版的“普通心理学调查回顾”将杜威列为20世纪被引用率最高的第93位心理学家。作为一位着名的公共知识分子,他也是进步教育和自由主义的主要代言人。尽管杜威以其关于教育的出版物而闻名,但他还撰写了许多其他主题,包括认识论,形而上学,美学,艺术,逻辑,社会理论和道德。他是20世纪的主要教育改革者。
网站: en.wikipedia.org bing.com
574 文件
106,107 CITATIONS *
合着者
Charles S Peirce
梅尔文L.罗杰斯
拉里A.希克曼
理查德舒斯特曼
JoëlleZask
马丁苏尔
乔安博伊斯顿
菲利普·迪恩
Thomas M. Alexander
JürgenOelkers
菲利普杰克逊
Rebekka Horlacher
StéphaneMadedelrie
西德尼胡克
让皮亚杰
威廉詹姆斯
伊恩夏皮罗
黛布拉莫里斯
帕特里夏·贝辛格
埃马纽埃尔雷诺
共同作者的附属机构
芝加哥大学
南伊利诺伊大学卡本代尔分校
威斯康星大学麦迪逊分校
哥伦比亚大学
康奈尔大学
密歇根大学
16.探索保罗·瓦兹拉威克的合作者Richard Fisch
理查德菲施
心理研究所
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关于: Richard Fisch(1926-2011)是一位美国精神病学家,因其在短暂治疗方面的开创性工作而闻名。Dick Fisch毕业于科尔比学院,在哥伦比亚大学人类学学院学习了一年,然后进入纽约医学院,并于1954年毕业.Fisch博士在布鲁克戴尔大学医院医学院Sheppard Pratt Health System完成了精神科住院医师1958年进入中心。在Sheppard Pratt期间,他深受Harry Stack Sullivan的人际行为理论的影响,并与Don D. Jackson进行了第一次间接接触,后来他将他带到加州Palo Alto的心理研究所(MRI)。 。
网站: en.wikipedia.org bing.com
8 文件
15.探索保罗·瓦兹拉威克的合作者John H. Weakland
心理研究所
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关于: John H. Weakland(1919年1月8日至1995年7月18日)是短暂和家庭心理治疗的创始人之一。在他去世时,他是加利福尼亚州帕洛阿尔托市心理研究所(MRI)的高级研究员,MRI着名的短暂治疗中心的联合主任,以及精神病学系的名誉临床副教授。和斯坦福大学医学院的行为科学。
网站: en.wikipedia.org bing.com
42 文件
6210 CITATIONS *
14.探索阳老师豆列推荐的另一本书《改变》
Watzlawick,Paul,et al。变化:问题形成原则和问题解决。1974年。
保罗·瓦兹拉威克
心理研究所
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关于: Paul Watzlawick(1921年7月25日 - 2007年3月31日)是奥地利裔美国家庭治疗师,心理学家,传播理论家和哲学家。他是传播理论和激进建构主义的理论家,他在家庭治疗和一般心理治疗领域发表了评论。Watzlawick认为人们在试图解决他们的情绪问题时会创造自己的痛苦。他是精神研究所最有影响力的人物之一,曾在加利福尼亚州的帕洛阿尔托生活和工作。
网站: en.wikipedia.org bing.com
37 文件
10,176 CITATIONS *
Paul Watzlawick
https://academic.microsoft.com/#/detail/2285432543
[书] 改变:问题形成原则和问题解决
1974年4月17日 保罗·瓦兹拉威克John H. Weakland理查德菲施
三位着名的美国治疗师详细介绍了他们促进人类变革和处理相关心理问题的理论和策略。
2172 CITATIONS *
相关出版物
13.Davydd J. Greenwood与Morten Levin二人合作的文献,
共24篇
https://academic.microsoft.com/#/search?iq=And(Ty%3D'0'%2CComposite(AA.AuId%3D2105649869))&q=papers%20by%20morten%20levin&filters=Composite(AA.AuId%3D2121094632)%2CComposite(AA.AuId%3D2105649869)&from=0&sort=0
排在前几位的与Action Research有关。
[book]Introduction to Action Research
2007
Davydd Greenwood
Morten Levin
Fields of study:
political science
knowledge management
action research
Citations (1,115) *
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Introduction to action research : social research for social change
2000
Contemporary Sociology
volume 29
issue 2
pp 435-
Davydd J. Greenwood
Morten Levin
What Is Action Research? Introduction: Action Research, Diversity, and Democracy A History of Action Research Action Research Cases From Practice: The Stories of Stongfjorden, Mondragon, and Programs for Employment and Workplace Systems at Cornell University Science, Epistemology, and Practice in Action Research An Epistemological Foundation for Action Research Scientific Method and Action Research Social Science Research Techniques, Work Forms, and Research Strategies in Action Research Knowledge Generation in Action Research: The Dialectics of Local Knowledge and Research-based Knowledge The Friendly Outsider: From AR as a Research Strategy to the Skills Needed to Become an Action Researcher Varieties of Action Research Praxis: Liberating Human Potential Pragmatic Action Research Power, Liberation, Adult Education, Feminism, and Social Reform Educational Action Research Participatory evaluation Rapid Rural Appraisal, Participatory Rural Appraisal, and Participatory Learning and Analysis Human Inquiry, Collaborative Inquiry, Cooperative Inquiry, Action Inquiry, Self-reflective Inquiry, and Mapping the Varieties of Action Research Action Science and Organizational Learning Action Research, Higher Education, and Democracy Educating Action Researchers Action Research, Participation, and Democratization
Fields of study:
social science
social research
political science
pedagogy
participatory rural appraisal
+6 others
Citations (1,622) *
Source
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Action research, science, and the co-optation of social research
1998
Culture and Organization
volume 4
issue 2
pp 237-261
Davydd J. Greenwood (
Cornell University
)
Morten Levin (
Norwegian University of Science and Technology
)
This paper centers on our argument that action research (AR) produces “better” research than orthodox social research but that AR is marginalized in “Northern” universities because it connects social research to social reform. The key viewpoints informing our work are easily stated but elaborate arguments are required to justify them. We argue that AR is the most credible and methodologically coherent way to create and apply reliable knowledge in social research. Existing power structures prefer orthodox social research, not because it produces better research but because it does not interfere with existing social arrangements. The demand for social distance and objectification separates the researcher from the subject and prevents social research from becoming an instrument of social change. The dominance of these frameworks in university environments reveals that universities, in addition to being centers of learning, play an important role in replicating existing social arrangements (Noam Chomsky et al...
Fields of study:
sociology
socioeconomics
social science
social relation
social psychology
+7 others
Citations (30) *
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但从引用量发现,Action Research 这个细分领域研究的人并不多。
12.探索Davydd J. Greenwood排在第一位的合作者
Morten Levin
Norwegian University of Science and Technology
https://academic.microsoft.com/#/detail/2105649869
探索Chris Argris Donald A Schon的合作者,点击排在第二位的Davydd J. Greenwood
Davydd J. Greenwood
康奈尔大学
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关于:
Davydd Greenwood(生于1942年)是Goldwin Smith人类学教授,康奈尔大学欧洲研究所所长。作为已知的行动研究员,格林伍德在西班牙巴斯克地区进行了研究,在那里他分析了蒙德拉贡公司,赋权和合作社现象。他目前专注于企业文化时代的大学理念的未来。
网站:en.wikipedia.org bing.com,共发表96篇文献,获得11182次引用。
这三位作者合作的书,是1995年出版的组织学习II。
[book]Organizational Learning II: Theory, Method, and Practice
1995
Davydd J. Greenwood
Chris Argyris
Donald A. Schon
Fields of study:
theory x and theory y
political science
organizational learning
learning sciences
knowledge management
+2 others
Citations (6,026) *
Source
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Cite
[book]Introduction to Action Research
2007
Davydd Greenwood
Morten Levin
Fields of study:
political science
knowledge management
action research
Citations (1,115) *
Share
Cite
Davydd J. Greenwood的合作者,排在第一位的是Morten Levin ,Chris Argris和 Donald A. Schon排在第二和第三位。
Co-authors
Morten Levin
Chris Argyris
Donald A. Schön
Mary Brydon-Miller
Patricia Maguire
William Foote Whyte
Ira Harkavy
Susan Wright
Dariusz Jemielniak
Olav Eikeland
Bob Dick
José Luis González Santos
Kai A. Schafft
Fred Luthans
John Van Maanen
Edgar H. Schein
Ivana Milosevic
Beth A. Bechky
Carla Shafer
Rebecca Boden
Davydd J. Greenwood的合作机构不仅包括美国机构,还有欧洲机构,
Co-author Affiliations
Cornell University
University of Cincinnati
Western New Mexico University
University of Pennsylvania
Norwegian University of Science and Technology
Kozminski University
Work Research Institute
Complutense University of Madrid
University of Nebraska–Lincoln
Indiana University
共同作者的附属机构
康奈尔大学
辛辛那提大学
西新墨西哥大学
宾夕法尼亚大学
挪威科技大学
科兹明斯基大学
工作研究所
马德里康普顿斯大学
内布拉斯加大学林肯分校
Indiana大学
Davydd J. Greenwood
康奈尔大学
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关于: Davydd Greenwood(生于1942年)是Goldwin Smith人类学教授,康奈尔大学欧洲研究所所长。作为已知的行动研究员,格林伍德在西班牙巴斯克地区进行了研究,在那里他分析了蒙德拉贡公司,赋权和合作社现象。他目前专注于企业文化时代的大学理念的未来。
探索 Donald A Schon的合作者,点击排在第一位的Chris Argris
https://academic.microsoft.com/#/detail/129236817
也是哈佛大学
关于:
Chris Argyris(1923年7月16日 - 2013年11月16日)是美国商业理论家,哈佛商学院名誉教授,并在Monitor Group担任“**领袖”。Argyris紧挨着Richard Beckhard,Edgar Schein和Warren Bennis,他们是组织发展的联合创始人,以学习型组织的开创性工作而闻名。
网站:
en.wikipedia.org bing.com
181文件,共53645被引用量
起合作者中,排在第一位的也是 Donald A.Schon
Co-authors
Donald A. Schön
Davydd J. Greenwood
Mary Crossan
Mark Easterby-Smith
Marjorie A. Lyles
Robert P. Vecchio
E. M. Beck
Clayton P. Alderfer
Paul S. Goodman
Barry M Staw
Lance B Kurke
William James Haga
Roger Harrison
Gerald Gordon
Ian Smith
Marion McCollom
Edward R. Shapiro
Jonathon Gillette
Guy B. Adams
A. Wesley Carr
合作的学术机构
Co-author Affiliations
Harvard University
Yale University
Massachusetts Institute of Technology
University of Notre Dame
Graduate School USA
探索 Donald A.Schon的合作者,有20位
Co-authors
Chris Argyris
Davydd J. Greenwood
Martin Rein
Glenn Wiggins
John Bennett
Marvin C. Alkin
Carol H. Weiss
Evert Vedung
Fred Carden
John Mayne
Osvaldo Feinstein
Juan Andrés Ligero Lasa
Giandomenico Majone
Xavier Ballart
Robert Picciotto
Gerald Gordon
Roy I. Miller
William D. Drake
Louis L. Bucciarelli
William Foote Whyte
Co-author Affiliations
Massachusetts Institute of Technology
Harvard University
University of Michigan
合作者的机构如上
研究主题包括
Research Topics
Pedagogy
Knowledge management
Psychology
Organizational learning
Reflective practice
Conversation
Rationality
Design thinking
Metadesign
Reflective writing
Political science
Double loop learning
Experiential learning
Sociology
Learning sciences
Theory X and Theory Y
Professional development
Teaching and learning center
Medical education
Social science
发表的期刊如下
Published In Journals
Change: The Magazine of Higher Learning
Design Studies
Knowledge Based Systems
American Behavioral Scientist
Curriculum Inquiry
Knowledge, Technology & Policy
Journal of Interprofessional Care
Management Science
Journal of Architectural Education
Administrative Science Quarterly
Science Communication
Creativity and Innovation Management
Organizational Dynamics
Planning Theory
Educational Evaluation and Policy Analysis
Journal of Policy Analysis and Management
Human systems management
Contemporary Sociology
The Philosophical Quarterly
https://academic.microsoft.com/#/search?iq=And(Ty%3D'0'%2CJoin(RId%2CComposite(AA.AuId%3D2072649982)))&q=papers%20citing%20papers%20by%20donald%20a%20schon&filters=&from=8&sort=3
点击79,214旁边的引用按钮
选择
根据引用量多少排列
https://academic.microsoft.com/#/search?iq=And(Ty%3D'0'%2CJoin(RId%2CComposite(AA.AuId%3D2072649982)))&q=papers%20citing%20papers%20by%20donald%20a%20schon&filters=&from=0&sort=3
引用量排在首页的前6篇文献,引用量在10,000以上,最高的一篇引用量在15,884
,有PDF下载链接。
思考:将引用舍恩的文献,按引用量排列,能否生成一个知识图谱,应该可以看出一些学科变化。
7.在舍恩的页面里继续挖掘。
右侧有舍恩的合作者列表
还有合作机构列表。
还有研究主题
发表期刊名称等。
6点击最右边的作者,就是反映的实践者作者。
https://academic.microsoft.com/#/detail/2072649982
右边有关注,点击。
显示发表61篇文献(书也应在其中),获得79,214引用。
这是一个大牛。
5.更换微软学术,查询Donald A.Schon,212个结果,要找的应该就在其中。
排在前面的就是阳老师豆列里推荐的几本代表作。
4.5wd2-190108向前查询,先看一本书,《反映的实践者》The Reflective Practitioner
作者是Donald A.Schon (1931-1997)
反映的实践者
Donald A.Schon 毕业于哈佛大学,任教于哈佛大学教育学院和MIT都市研究与规划学院
,专注于研究杜威哲学**,致力于如何帮助教育者教导专业工作者胜任于实践工作。
建立了行动中反映的学习理论和反映思考的方法。
反映的实践者概念,蕴含着理解信奉的理论以及事情在真实生活是如何发生的这两者之间差异性的理念。
代表作
超越稳定状态Beyond the Stable State
反映的实践者The Reflective Practitioner
教育反映的实践者Educating the Reflective Practitioner
反映回观 The Reflective Turn
从段义波和老阳的共同人物开始,Chris Argyris。
发现了
5wd1(190107)的三个启发点
3.升升在小组会议结束后,在微信群里讨论,提出的沿着阳老师的这个方向,作为出发点,向前探索。
行动科学入门书单:行动科学演化到今天,U型理论、第五项修炼的名气远远大于行动科学。但我一直对后两者不太感冒。如果想深入学习行动科学,还得回到源头,推荐《改变》、《组织学习》与《反映的实践者》三本书,附带夏林清老师的《斗室星空》,豆列收藏请参考:http://t.cn/Rt6NlAQ
2.舟舟在小组5wd1(190107)zoom会议提出的,学术机构与学者通常连在一起,要带着问题向回找,回ch02,搜寻学术大牛,还有阳老师之前的积累,本期同学的研究等,都可以帮助对自己所学知识的更深入内化。
1.段义波之前的查询(见幕布链接 https://mubu.com/doc/17UWpyIa2o )
重要学者
Chris Argyris
john dewey
Kurt Lewin
班杜拉
Étienne Wenger
虽然不多,但很关键。
另一个是关于研究主题的分类
action research
practice_theory
习惯
目标
自我损耗
自我效能
5wd1-190107
从《行动科学》开始的探索
1、豆瓣查询,
https://book.douban.com/subject/11583939/
添加收藏:我读过这本书
给个评价吧?(可选) 力荐
缩起 ▲
标签(多个标签用空格分隔):
我的标签:
社会学 思维 人生 历史 自我完善 整理 王笛 改变工作习惯,提高效率 习惯 自我成长 险中求胜 成都 改变 习惯的力量 迈克尔•刘易斯 生活态度 我想读这本书 何伟 街头文化 社会史
常用标签:
行动科学 心理学 方法论 思维 行动研究 社会学 自我管理 阿吉里斯 心理 开智正典
2、在google中查询 Chris Argyris
https://www.google.com/search?q=Chris+Argyris&oq=Chris+Argyris&aqs=chrome..69i57j69i60j69i61j69i59l2j0.8587j0j8&sourceid=chrome&ie=UTF-8
3、跟随google的查询结果,发现action science 网站,列有Chris Argyris的历年作品。
Chris Argyris, Bibliography of Works
2000
Flawed Advice and the Management Trap: How Managers Can Know When They're Getting Good Advice and When They're Not. Oxford, England: Oxford University Press.
1998
Concise Blackwell Encyclopedia Of Management. Cambridge, MA: Blackwell Publishers. (Editors: Cooper, Cary L. & Argyris, Chris)
An interview with Chris Argyris. Strategy and business, 10(1), 87-91, 93-96.
1997
Learning and teaching: A theory of action perspective. Journal of Management Education, 21(1), 9-27.
1996
Organizational learning II: Theory, Method, and Practice. Reading, MA: Addison-Wesley Longman. (Schon, D.)
Unrecognized defenses of scholars: Impact on theory and research. Organization Science, 7(1), 79-87.
Actionable knowledge: Design causality in the service of consequential theory. Journal of Applied Behavior Science, 32(4), 390-408.
Actionable knowledge: Intent versus actuality. Journal of Applied Behavior Science, 32(4), 441-445.
1994
Good communication that blocks learning. Harvard Business Review, 72(4), 77-85.
Initiating change that perseveres. Journal of Public Administration Research and Theory, 4(3), 343-355.
Implementing new knowledge: The case of activity-based costing. Accounting Horizons, 8(3), 83-105. (Kaplan, R. S.)
A dialogue with professors Lindblom and Argyris. Journal of Public Administration Research and Theory, 4(3), 357-366. (Lindblom, E.)
1993
Knowledge for action: A guide to overcoming barriers to organizational change. San Francisco, CA: Jossey-Bass Publishers.
On organizational learning. Cambridge, MA: Blackwell Publishers.
Education for leading-learning. Organizational Dynamics, 21(3), 5-17.
On the nature of actionable knowledge. Psychologist, 6(1), 29-32.
1992
Overcoming organizational defenses. Journal for Quality and Participation, 15(2), 26-28.
1991
Teaching smart people how to learn. Harvard Business Review, 69(3), 99-109.
1990
Overcoming organizational defenses: Facilitating organizational learning. Needham, MA: Allyn & Bacon.
Managers, workers, and organizations. Society, 27(6), 5-48.
The dilemma of implementing controls: The case of managerial accounting. Accounting, Organizations, and Society, 15(6), 503-511.
Inappropriate defenses against the monitoring of organization development practice. Journal of Applied Behavioral Science, 26(3), 299-312.
Two conceptions of causality: The case of organizational theory and behavior. Working paper, Harvard Business School and Department of Urban Planning, MIT, Cambridge, MA. (Schon, D. A.)
1989
The discipline of management and academic defensive routines. In R. Mansfield (Ed.), Frontiers of management (pp. 8-20). London: Routledge Press.
Strategy implementation: An experience in learning. Organizational Dynamics, 18(2), 5-15.
A review of Kurt Lewin's field theory in social sciences and resolving social conflicts. Academy of Management Review, 14(1), 96-98.
Participatory action research and action science compared. American Behavioral Scientist, 32(5), 612-623. (Schon, D. A.)
1988
Problems in producing usable knowledge for implementing liberating alternatives. In D. E. Bell, H. Raiffa, & A. Tversky (Eds.), Decision making: Descriptive, normative, and prescriptive interactions (pp.540-561). Cambridge, England: Cambridge University Press.
Crafting a theory of practice: The case of organizational paradoxes. In R. E. Quinn & K. S. Cameron (Eds.), Paradox and transformation: Toward a theory of change in organization and management (pp. 255-278). Cambridge, MA: Ballinger Publishing Co.
Reciprocal integrity: Creating conditions that encourage personal and organizational integrity. In S. Srivastva (Ed.), Executive integrity: The search for high human values in managerial behavior (pp. 197-222) San Francisco: Jossey-Bass. (Schon, D. A.)
1987
Review essay: First- and second-order errors in managing strategic change: The role of organizational defensive routines. In Pettigrew, A. M. (Ed.), Management of strategic change (pp. 342-351). New York: Basil Blackwell.
Bridging economics and psychology: The case of the economic theory of the firm. American Psychologist, 42(5), 456-463.
A leadership dilemma: Skilled incompetence. Business and Economic Review, 1(1), 4-11.
1986
Skilled incompetence. Harvard Business Review, 64(5), 74-79.
1985
Strategy, change and defense routines. Boston, MA: Pitman Publishing Inc.
Action science: Concepts, methods, and skills for research and intervention. San Francisco: Jossey-Bass. (Putnam, R., & Smith, D.).
Making knowledge more relevant to practice: Maps for action. In E. E. Lawler III, A. M. Mohrman, Jr., S. A. Mohrman, G. E. Ledford, Jr., T. G. Cummings, & Associates (Eds.), Doing research that is useful for theory and practice (pp. 79-106). San Francisco: Jossey-Bass Inc.
Interventions for improving leadership effectiveness. Journal of Management Development, 4(5), 30-50.
1983
Action science and intervention. Journal of Applied Behavioral Science, 19(2), 115-135.
Useable knowledge for double-loop problems. In Kilmann, et al. (Eds.), Producing useful knowledge for organizations: Volumes I and II (pp. 377-394). New York: Praeger.
1982
Reasoning, learning, and action: Individual and organizational. San Francisco, CA: Jossey-Bass, Inc.
Research as action: Useable knowledge for understanding and changing the status quo. In N. Nicholson & T. D. Wall (Eds.), The theory and practice of organizational psychology (pp. 197-211). London: Academic Press Ltd.
The executive mind and double-loop learning. Organizational Dynamics, 11(2), 5-22.
Inner contradictions of rigorous research. Evaluation and Program Planning, volume 5, number 4, page 374-375.
1981
Teaching and learning in design settings. In W. Porter & M. Kilbridge (Eds.), Architecture education study (pp. 551-660). New York: Andrew W. Mellon Foundation.
1980
Inner contradictions of rigorous research. San Diego, CA: Academic Press.
Some limitations of the case method: Experiences in a management development program. Academy of Management Review, 5(2), 291-298.
Making the undiscussable and its undiscussability discussable. Public Administration Review, 40(3), 205-213.
1979
Reflecting on laboratory education from a theory of action perspective. Journal of Applied Behavioral Science, 5(3), 296-310.
1978
Organizational learning: A theory of action perspective. Reading, MA: Addison-Wesley Publishing Company. (Schon, D. A.)
Ineffective regulating processes. In D. P. Jacobs (Ed.), Regulating business: The search for an optimum (pp. 173-192). San Francisco, CA: Institute for Contemporary Studies.
Is capitalism the culprit? Organizational Dynamics, 6(4), 20-37.
Media's capacity for self-destruction. Neiman Reports, 31(4), 17-20.
1977
Double-loop learning in organizations. Harvard Business Review, 55(5), 115-125.
Organizational learning and management information systems. Accounting, Organizations, and Society, 2(2), 113-123.
1976
Increasing leadership effectiveness. New York: Wiley-Interscience.
Six presidents: Increasing leadership effectiveness. New York: Wiley.
Problems and new directions for industrial psychology. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 151-184). Skokie, IL: Rand McNally.
Single-loop and double-loop models in research on decision making. Administrative Science Quarterly, 21(3), 363-375.
Theories of action that inhibit individual learning. American Psychologist, 31(9), 638-654.
Leadership, learning and changing the status quo. Organizational Dynamics, 4(3), 29-43.
1975
Dangers in applying results from experimental social psychology. American Psychologist, 30(4), 469-485.
1974
Theory in practice: Increasing professional effectiveness. San Francisco, CA: Jossey-Bass. (Schon, D. A.)
Behind the front page; organizational self-renewal in a metropolitan newspaper. San Francisco, CA: Jossey-Bass Publishers.
Changing communities by changing organizations. In W. Hawley & D. Rogers (Eds.), Improving the quality of public services (pp. 337-370). Beverly Hills, CA: Sage Publications.
Personality vs. organization. Organizational Dynamics, 3(2), 3-17.
Alternative schools: A behavioral analysis. Teachers College Record, 75(4), 429-452.
Conversations with Chris Argyris. Organizational Dynamics. 3(1), 45-62.
1973
On organizations of the future. Beverly Hills, CA: Sage Publications.
Personality and organization theory revisited. Administrative Science Quarterly, 18(2), 141-167.
Some limits of rational man organizational theory. Public Administration Review, 33(3), 253-267.
The CEO's Behavior: Key to organizational development. Harvard Business Review, 51(2), 55-64.
1972
The applicability of organizational sociology. Cambridge, England: Cambridge University Press.
Do personal growth laboratories represent an alternative culture? Journal of Applied Behavioral Sciences, 8(1), 7-28.
1971
Management and organizational development; the path from XA to YB. New York: McGraw-Hill.
Essay review on "Beyond freedom and dignity." Harvard Educational Review, 41(4), 550-567.
Management information systems: The challenge to rationality and emotionality. Management Science, 17(6), B275-B292.
1970
Intervention theory and method: A behavioral science view. Reading, MA: Addison-Wesley.
1969
The incompleteness of social psychological theory: Examples from small group, cognitive consistency and attribution research. American Psychologist, 24(10), 893-908.
1968
Organization: Effectiveness and change. In D. L. Sills (Ed.), International encyclopedia of social sciences (pp. 311-319). New York: MacMillan Co. and The Free Press.
Conditions for competence acquisition and therapy. Journal of Applied Behavioral Science, 4(2), 147-177.
On the effectiveness of research and development organizations. American Scientist, 56(4), 344-355.
Issues in evaluation laboratory education. Journal of Applied Behavioral Science, 8(1), 28-40.
Some consequences of separating thoughts from action. Ventures, 8(1), 68-72.
Some unintended consequences of rigorous research. Psychological Bulletin, 70(3), 185-197.
1967
On the future of laboratory education. Journal of Applied Behavioral Science, 3(2), 153-183.
Today's problems with tomorrow's organizations. Journal of Management Studies, 4(1), 31-55.
Do you recognize yourself? Foreign Service Journal, 44(1), 21-26.
How tomorrow's executive will make decisions. Think, 33(6), 18-23.
1966
Interpersonal barriers to decision making. Harvard Business Review, 44(2), 84-97.
Interpersonal competence, organizational milieu, and innovation. Research Management, 9(2), 84-98.
1965
Organization and innovation. Homewood, IL: R. D. Irwin-Dorsey.
Explorations in interpersonal competence I. Journal of Applied Behavioral Science, 1(1), 58-83.
Explorations in interpersonal competence II. Journal of Applied Behavioral Science, 1(3), 255-269.
1964
Integrating the individual and the organization. New York: Wiley & Sons.
Being human and being organized. Trans-action, 1(5), 3-6.
T-groups for organizational effectiveness. Harvard Business Review, 42(2), 60-74.
The process of influence and manipulations within the organizational setting. Industrial Medicine and Surgery, 33(12), 899-928.
1963
A brief description of laboratory education. Training Directors, 17(?), 4-8.
A comment on George Odiorne's paper. Training Directors, 17(?), 31-32.
1962
Interpersonal competence and organizational effectiveness. Homewood, IL: Irwin-Dorsey Press.
A new era in personnel relations. Dun's Review, 79(6), 40-41.
Behavior of executives within the organization. Behavioral Science Research in Industrial Relations, Industrial relations Monograph No. 21, Industrial Relations Counselors, Inc., New York.
1961
Explorations in client-consultant relationships. Human Organization, 20(3), 121-133.
Employee apathy and non-involvement: The house that management built. Personnel, 38(4), 8-14.
Organizational leadership. In L. Petrullo & B. Bass (Eds.), Leadership and interpersonal behavior (pp. 326-354). New York: Holt, Rinehart, and Winston.
1960
Understanding organizational behavior. Homewood, IL: Dorsey Press.
Individual actualization in complex organization. Mental Hygiene, 44(2), 226-237.
Organizational effectiveness under stress. Harvard Business Review, 38(3), 137-146.
Human behavior in organizations. Yale Scientific Magazine, 34(5), 40-51.
1959
The individual and organization: An empirical test. Administrative Science Quarterly, 4(2), 146-167.
Organizational health and executive development. Advanced Management, 24(12), 8-11.
1958
Creating effective research relationships in an organization. Human Organization, 17(1), 34-40.
Some problems in conceptualizing organizational climate: A case study of a bank. Administrative Science Quarterly, 2(4), 501-520.
The organization: What makes it healthy? Harvard Business Review, 36(6), 107-116.
Management implications of recent social science research. Personnel Administration, 21(3), 5-10.
1957
Personality and organizations; the conflict between system and the individual. New York: HarperCollins.
The individual and organization: Some problems of mutual adjustment. Administrative Science Quarterly, 2(1), 1-24.
1956
Diagnosing human relations in organizations; a case study of a hospital. New Haven, CN: Yale University Labor and Management Center.
Research trends in executive behavior. Advanced Management, 21(3), 6-9.
Some unsolved problems of executive development programs. Journal of Educational Sociology, 30(1), 20-30.
1955
Organizational leadership and participative management. Journal of Business, 28(1), 1-7.
Top management dilemma: Company needs vs. individual development. Personnel, 32(2), 123-134.
1954
Organization of a bank: A study of the nature of organization and the fusion process. New Haven, CN: Yale University Labor and Management Center.
Organizational structure and dynamics. New Haven, CN: Yale University Labor and Management Center. (Bakke, E. W.)
The fusion of an individual with the organization. American Sociological Review, 19(3), 267-272.
Leadership pattern in the plant. Harvard Business Review, 32(1), 63-70.
Human relations in a bank. Harvard Business Review, 32(5), 63-72.
1953
Executive leadership: An appraisal of a manager in action. New York: Harper and Brothers.
An introduction to field theory and interaction theory. New Haven, CN: Yale University Labor and Management Center.
Some characteristics of successful executives. Personnel Journal, 32(3), 50-55.
Human problems with budgets. Harvard Business Review, 31(1), 97-110.
1952
Personality fundamentals for administrators: An introduction for the layman. New Haven, CN: Yale University Labor and Management Center.
Diagnosing defenses against the outsider. Journal of Social Issues, 8(3), 1-10.
1951
Impact of budgets on people. New York: Controllership Foundation. (F. Miller).
The member-centered conference as a research method: I. Human Organization, 9(4), 5-14. (Taylor, G.)
The member-centered conference as a research method: II. Human Organization, 10(1), 22-27. (Taylor, G.)
A note on research technique: The flow chart. Human Organization, 10(4), 37-38.
Other Possible Articles
The following articles appear in a bibliography compiled by The Leadership Institute of Seattle but their existence has not been confirmed.
Seeking truth and actionable knowledge: how the scientific method inhibits both. Philosophica, 1987, volume 40, pages 5-21.
Can research reinvent the corporation. Harvard Business Review, March-April, 1991, volume 69, number 2, page 164 (10 pages).
Media and their credibility under scrutiny. Nieman Reports, Winter, 1989, volume 43, number 4, page 31 (3 pages).
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