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Three Reasons Why The Situational Leadership® Approach Is Effective

The Center For Leadership Studies

From Frederick Winslow Taylor and Scientific Management to Chris Argyris and Immaturity-Maturity Theory, the Situational Leadership ® process integrates the contributions of the most prominent researchers of leadership and human motivation. Oddly enough, those paths were pursued on separate tracks for the longest time.

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Ladder of Inference

CO2

Organizational psychologist Chris Argyris, a Harvard professor, uses what he calls the “ Ladder of Inference ” to explain how we take actions based upon beliefs–and how our beliefs, in turn, lead us to select observational data. The Ladder of Inference will help you be more mindful about objectivity and subject position.

Argyris 92
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Ladder of Inference

CO2

Organizational psychologist Chris Argyris, a Harvard professor, uses what he calls the “ Ladder of Inference ” to explain how we take actions based upon beliefs–and how our beliefs, in turn, lead us to select observational data. The Ladder of Inference will help you be more mindful about objectivity and subject position.

Argyris 60
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Effectively Influencing Decision Makers: Ensuring That Your Knowledge Makes a Difference

Marshall Goldsmith

Many knowledge workers have years of education and experience in training for their positions, yet have almost no training in how to effectively influence decision makers. Former Harvard Professor Chris Argyris pointed out how “upward feedback” often turns into “upward buck-passing”. We also become happier! Life is good.

Influence 139
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Why I Decided to Rethink Hiring Smart People

Harvard Business Review

Chris Argyris' " Teaching Smart People How To Learn " utterly changed the way I thought about management. They are so very smart that they are also very "brittle," to use Argyris's descriptor. It has made me better at what I do — my thanks to Chris Argyris and "Teaching Smart People How to Learn.". What Makes a Leader?

Argyris 18
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What I Learned About Coaching After Losing the Ability to Speak

Harvard Business Review

When colleagues write positive things about one another, I pass that feedback along verbatim, because the emotional impact is stronger that way. Since much of what people share with me is sensitive, however, I’m very careful about what I convey and to whom. Issues can be politically hot and even explosive if mishandled.