Teaching Smart People How to Learn (Harvard Business Review Classics) (Harvard Business Review Classics) |
 enlarge | Author: Chris Argyris
Publisher: Harvard Business School Press
Category: Book
List Price: $8.95
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Avg. Customer Rating:  1 reviews
Sales Rank: 35722
Media: Paperback
Number Of Items: 1
Pages: 64
Shipping Weight (lbs): 0.2
Dimensions (in): 6.3 x 4.2 x 0.5
ISBN: 1422126005
Dewey Decimal Number: 658.3124
EAN: 9781422126004
ASIN: 1422126005
Publication Date: May 19, 2008
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Editorial Reviews:
Product Description
Why are your smartest and most successful employees often the worst learners? Likely, they haven't had the opportunities for introspection that failure affords. So when they do fail, instead of critically examining their own behavior, they cast blame outward -- on anyone or anything they can.
In Teaching Smart People How to Learn, Chris Argyris sheds light on the forces that prevent highly skilled employees for learning from mistakes and offers suggestions for helping talented employees develop more productive responses.
Download Description
HBR OnPoint Articles save you time by enhancing an original Harvard Business Review article with an overview that draws out the main points and an annotated bibliography that points you to related resources. This enables you to scan, absorb, and share the management insights with others. Competitive success depends on learning, but most people, including professionals in leadership positions, are not very good at it. Learning is a function of how people reason about their own behavior. Yet most people engage in defensive reasoning when confronted with problems. They blame others and avoid examining critically the way they have contributed to problems. Companies need to make managers' and employees' reasoning patterns a focus of continuous improvement efforts.
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Customer Reviews:
Smart people can't learn December 14, 2002
48 out of 50 found this review helpful
The title is very interesting and so is the article. The article walks through the reason why smart people can't (won't) learn and describes an approach for breaking through this mode of thinking.The basic premise is that people with high levels of education have learned to play the learning game. They can't or won't admit they don't know something because in essence they would have to admit failure. They often become defensive in the face of failure and displace (rationalize) the blame for failure rather then looking for the root cause and examining their own involvement in the failure.
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