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Anyone who has spent time in an organization knows that dysfunctional behavior abounds. Conflict is frequently avoided or pushed underground rather than dealt with openly. At the same time, the same arguments often burst out again and again, almost verbatim. Turf battles continue for extended periods without resolution. People nod their heads in agreement in meetings, and then rush out of the room to voice complaints to sympathetic ears in private. Worst of all, when people are asked if things will ever change, they throw up their hands in despair. They feel like victims trapped in an asylum.

And people often are trapped. But they are

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Book ID Asin: 0199586160
Book Title: Organizational Traps: Leadership, Culture, Organizational Design
Book Author: Chris Argyris
Book Format and Price:
Book Format Name: Kindle
Book Format Price: $30.99
Book Format Name: Hardcover
Book Format Price: $45.72-$66.81
Book Format Name: Paperback
Book Format Price: $35.23
Book Price: $66.81
Book Category: Books, Business & Money, Management & Leadership and unknown
Book Rating: 29 ratings

Organizational Traps: Leadership, Culture, Organizational Design by Chris Argyris Book Review

Name: Daniel J. McElroy
Rating: 4.0 out of 5 stars
Title: The Trap of Organizational Traps, Leadership, Culture, Organizational Design
Date: Reviewed in the United States on April 9, 2013
Review: Argyris, C. Organizational Traps, Leadership, Culture, Organizational Design. Oxford, United Kingdom: Oxford Press, 2010.

The content of this book could have been covered in a few pages. Like all such popular rather than scholarly books it is long on conclusions and generalizations and short on research evidence. Based on years of unidentified research, Dr. Argyris claims that human beings have two models of interpersonal behavior in task groups. He calls Model I "Defensive Reasoning." It consists of four self-protective values. They are: (1) be in unilateral control, (2) win and do not lose, (3) suppress negative feelings, and (4) behave rationally. Model II he calls "Productive Reasoning." Model II consists of three open, transparent, and trusting values. They are: (1) seek valid (testable) information, (2) create informed choice and (3) monitor vigilantly to detect and correct error. The Models are presented on pages 63-64. Dr. Argyris offers no tested information to support his two models or their values. Nevertheless the content is valuable.

Reviewing these assertions shows that organizational change will inevitably foster Defensive Reasoning. In all organizations when error correction or improvement is necessary, Defensive Reasoning and Productive Reasoning will conflict. Defensive Reasoning requires individuals to deny they are defensive. That will prevent Productive Reasoning. As a result, Dr. Argyris states that people routinely espouse being in productive Model II while they are, in fact, engaged in a robust and creative use of defensive Model I. Denial is an extremely powerful psychological defense mechanism. His "Traps" are created in this self defense process. Dr. Argyris observes that external consultants are human and just as subject to this process as the members of an organization they are trying to help to change.

Dr. Argyris summarizes a number of organizational change approaches based on leadership or culture change. He shows they do not address the Model in use versus the Model espoused, the propensity to use Model I and the Traps that are created to achieve self-defense. Only the "Strategic Fitness Process" (page 169-172) seems to offer some hope. The majority of his book is filled with his anecdotes supporting his theme and summaries of change approaches and their failure to identify Model I behavior and Traps.

Finally, it appears that Dr. Argyris' research offers no solutions. As he accuses many others, he has no list of specific actions that will lead everyone in an organization to immediately and consistently identify and stop Model I defensive behavior and engage in Model II productive behavior. For example, on page 163 he praises Dr. de Bono's "lateral thinking" as a model for productive reasoning. Dr. Argyris goes on to write, "...it would be helpful to get the participants to focus on how they create Traps and how they deny they are doing so, and deny they are denying." What actions will do that?

I finished the book with two conclusions. First, the solution is a continuous, brutal honesty shown by a demand for measurement. Second, the members of an organization will only know they are preventing and correcting errors and improving processes and systems when every member constantly feels and accepts a psychological threat to his or her well-being.

To be fair, Dr. Argyris offers a technique to identify Model I self-protective behaviors and thoughts. He calls it the "Left Hand - Right Hand Case Method" (page 26). It has been used, he estimates, by over 10,000 individuals. However, it is not clear if this is an illustrative technique or something to use on a routine basis. The basic problems remain. The technique cannot prevent the human default to self-protection. And everyone must commit to Model II.

Name: John Gibbs
Rating: 4.0 out of 5 stars
Title: Overcoming fear of confrontation
Date: Reviewed in the United States on March 1, 2012
Review: Although we say we value openness, honesty, integrity, respect and caring, we act in ways that undercut these values, and this leads to us getting trapped by our own behaviour, according to Chris Argyris in this book. Rather than being open and honest, we say one thing in public and do another in private. Then we deny that we are doing this, and cover up our denial.

The problem arises from a fear of confrontation. We would rather keep the peace than be honest, but there is a very high price to be paid. Organizational traps significantly impair the effectiveness of our organizations. The book contrasts defensive reasoning (Model I) with productive reasoning(Model II). Defensive reasoning, which is what people almost universally adopt in practice, has the following values:

* Be in unilateral control
* Win and do not lose
* Suppress negative feelings
* Behave rationally

Productive reasoning, which many people espouse but almost no-one actually adopts in practice, has the following values:

* Seek valid (testable) information
* Create informed choice
* Monitor vigilantly to detect and correct error

I found the author's arguments convincing, but by the end of the book I was pessimistic about the prospect of ever successfully overcoming organizational traps. The vast majority of the book is devoted to examples of people who failed to overcome organizational traps and explanations of why the different types of advice offered by leadership experts will not help. The author concludes by saying that changing to reduce organizational traps will not be easy, but we have no other choice.

Name: Clint Aust Centre
Rating: 4.0 out of 5 stars
Title: At last a book that deals with some of the downsides of business
Date: Reviewed in the United States on December 23, 2010
Review: If you are like me and are sick of the glossy and fluffy business books that tell a good but useless story, then take a read of Organizational traps because it has real substance. It addresses some of the difficult and more challenging business issues. Argyris is always a deep thinker and considers his comments well before writting. To play with a Dostevsky comment "All good businesses are similar, but each bad business is unique in their misery", Chris is one of a handful of authors who takes us in to the trouble waters of a struggling business and then identifies the problems and presents some solutions.
While I appreciate Chris tackling the topic I also think that Chris is not trying to prove anything as an author. He is a confident author that knows his stuff and is not trying to be the newest best selling author so the book is not filled with the quotable grabs or the hyper-comment just plain good thinking and analytic reflection.
On the downside, it is a small book and there is more to the topic than what Chris has written. But perhaps Chris will follow it up with a more technical book at a later date. Use this book as the introduction and follow it up with a more detailed book.

Name: Brian D Bozzuto
Rating: 4.0 out of 5 stars
Title: excellent premise, the 2nd half is a little weaker
Date: Reviewed in the United States on September 28, 2013
Review: I found this book quite good and very readable. The first half, introducing the concept of Traps and left hand / right hand thinking, was most useful. Perhaps by comparison to such a strong beginning, did the second half disappoint. After introducing these theories the author goes through a long academic review of other theories on a very shallow level, pointing out how they fail to address the concepts of Organizational Traps and double loop learning problems without thoroughly discussing any of these theories in enough detail to be useful.

I would still say it's a good book, but honestly, you will probably get all the value from the first half and shouldn't feel bad if you stop there.

Name: Laura
Rating: 5.0 out of 5 stars
Title: amazing
Date: Reviewed in the United States on May 27, 2013
Review: This is the most insight i have gained into understanding the primary causes of dysfunction in organization and teams - and self. This book should be required reading for all humans who seek growth as essential to their life, careers, and organizations. Conversely, if you want to maintain the status quo, don't read it. Keep blaming everyone else.