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Teaching Smart People How to Learn
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. Since 1922, Harvard Business Review has been a leading source of breakthrough ideas in management practice-many of which still speak to and influence us today. The HBR Classics series now offers you the opportunity to make these seminal pieces a part of your permanent management library. Each volume contains a groundbreaking idea that has shaped best practices and inspired countless managers around the world-and will change how you think about the business world today.
80 pages, Paperback
First published April 8, 2008
36 people are currently reading
529 people want to read
About the author
Chris Argyris
53Ìýbooks77ÌýfollowersChris Argyris is a director of elite strategy consulting firm, the Monitor Group, and is the James Bryant Conant Professor of Education and Organizational Behavior at Harvard Business School.
Agyris's early research focused on the unintended consequences for individuals of formal organizational structures, executive leadership, control systems, and management information systems, and on how individuals adapted to change those consequences. He then turned his attention to ways of changing organizations, especially the behavior of executives at the upper levels of organization.
During the past decade, Argyris has been developing, a theory of individual and organizational learning in which human reasoning (not just behavior) becomes the basis for diagnosis and action.
Agyris's early research focused on the unintended consequences for individuals of formal organizational structures, executive leadership, control systems, and management information systems, and on how individuals adapted to change those consequences. He then turned his attention to ways of changing organizations, especially the behavior of executives at the upper levels of organization.
During the past decade, Argyris has been developing, a theory of individual and organizational learning in which human reasoning (not just behavior) becomes the basis for diagnosis and action.
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Displaying 1 - 21 of 21 reviews
September 30, 2008
"First, most people define learning too narrowly as mere 'problem solving,' so they focus on identifying and correcting errors in the external environment... But if learning is to persist, managers and employees must also look inward. They need to reflect critically on their own behavior, identify the ways they often inadvertently contribute to the organization's problems, and then change how they act." page 2-3
"Teaching people how to reason about their behavior in new and more effective ways breaks down the defenses that block learning." page 6
"People at all levels of the organization must combine the mastery of some highly specialized technical expertise with the ability to work effectively in teams, form productive relationships with clients and customers, and critically reflect on and then change their own organizational practices." page 7
The consultants..."have never developed the tolerance for feelings of failure or the skills to deal with these feelings." page 30
"People can be taught how to recognize the reasoning they use when they design and implement their actions. They can begin to identify the inconsistencies between their espoused and actual theories of action." page 44-45
"How can an organization begin to turn this situation around, to teach its members how to reason productively? The first step is for managers at the top to examine critically and change their own theories-in-use." page 47
productive reasoning vs. defensive reasoning
look inward, don't just blame external situations
"Teaching people how to reason about their behavior in new and more effective ways breaks down the defenses that block learning." page 6
"People at all levels of the organization must combine the mastery of some highly specialized technical expertise with the ability to work effectively in teams, form productive relationships with clients and customers, and critically reflect on and then change their own organizational practices." page 7
The consultants..."have never developed the tolerance for feelings of failure or the skills to deal with these feelings." page 30
"People can be taught how to recognize the reasoning they use when they design and implement their actions. They can begin to identify the inconsistencies between their espoused and actual theories of action." page 44-45
"How can an organization begin to turn this situation around, to teach its members how to reason productively? The first step is for managers at the top to examine critically and change their own theories-in-use." page 47
productive reasoning vs. defensive reasoning
look inward, don't just blame external situations
February 27, 2022
The book described the problem of learning attitude but couldn't provide clear practical solution to improve learning behaviour.
It explains how idealism and fear of failure hinders learning curves at all levels of organization.
Top management with well versed academia and little failure rate unable to see their own mistakes.
What I could extract from the pages is
defensive reasoning among colleagues ,closed loop communication between senior to juniors leads to insecurities i.e job insecurities in juniors and ego hurting in seniors are the main culprits in learning process.
It emphasizes on logical thinking and playing role model from seniors to enhance leaning.
It explains how idealism and fear of failure hinders learning curves at all levels of organization.
Top management with well versed academia and little failure rate unable to see their own mistakes.
What I could extract from the pages is
defensive reasoning among colleagues ,closed loop communication between senior to juniors leads to insecurities i.e job insecurities in juniors and ego hurting in seniors are the main culprits in learning process.
It emphasizes on logical thinking and playing role model from seniors to enhance leaning.
This entire review has been hidden because of spoilers.
August 11, 2022
Still effective practices today, a true Harvard business classic.
May 28, 2020
Focused one a handful of key points, presented to the point.
April 3, 2011
The first thing I noticed about this text is how tiny it is, and then that it is only 72 pages, and then that the font is quite large and spaced out. I was worried going in, because it appeared that Argyris didn't actually have much to say about how to teach smart people how to learn.
And really, this text is more about how to get your employees to stop being defensive, renamed so that managers would feel okay about reading it at work, I imagine. It was ultra narrow and not that useful.
I'd still like to learn more about dealing with smart people in educational settings, but this text did not get me there.
And really, this text is more about how to get your employees to stop being defensive, renamed so that managers would feel okay about reading it at work, I imagine. It was ultra narrow and not that useful.
I'd still like to learn more about dealing with smart people in educational settings, but this text did not get me there.
May 18, 2018
Short essay on learning organizations that reads in a single sitting of about an hour. The focus is on professional's attitudes towards learning, using the example of management consultants. Though short, the essay is somewhat repetitive. For the professionals under study, all have the right skills or they wouldn't be where they are. Problems are attitudinal.
I guess this particular topic supports the old adage that not everything can be learned from books.
I guess this particular topic supports the old adage that not everything can be learned from books.
November 5, 2022
This is a weak book. The author makes quite a good diagnosis of the cause for bad or even for not learning, basically, being this the fear for failure and the defensive reasoning caused by ego. However, it gives neither solutions nor guidelines of conduct. Quite disappoiting considering that Chris Argyris is a reference in the field of learning organization and organizational behaviour. I didn’t like the way he writes neither. He uses too many words and moves in circle for in the end transmitting too few message. All too general on a politically correct surface. You can skip this book.
Some notes for my references:
- Double loop learning
- Defensive reasoning vs. productive reasoning
- Experience and value failure. You learn through failure. High skilled people fears failure. Ego is the enemy.
One paragraph I specially liked:
“It is impossibile to reason anew in every situation. If we had to think through all the possible responses every time someone asked, “How are you?� the world would pass us by. Therefore, everyone develops a theory of action-a set of rules that individuals use to design and implement their own behavior as well as to understand the behavior of others�.
A good review about the book you’ll find here: /review/show....
Some notes for my references:
- Double loop learning
- Defensive reasoning vs. productive reasoning
- Experience and value failure. You learn through failure. High skilled people fears failure. Ego is the enemy.
One paragraph I specially liked:
“It is impossibile to reason anew in every situation. If we had to think through all the possible responses every time someone asked, “How are you?� the world would pass us by. Therefore, everyone develops a theory of action-a set of rules that individuals use to design and implement their own behavior as well as to understand the behavior of others�.
A good review about the book you’ll find here: /review/show....
February 15, 2023
“…Most people don’t know how to learn,� is how this HBR article begins. And professionals are particularly not good at it. We need to be learning how to learn. Most define learning too narrowly as problem solving. The author distinguishes between “single loop� and “double loop� learning. A thermostat knows to up the temperature when the room falls below 68 degrees—that’s single-loop learning. But why am I set at 68 degrees is double-loop learning. Since most professionals haven’t experienced much failure—good grades, jobs, etc.—they don’t how to learn from failure. As a result, they use defensive reasoning, shifting blame onto others—customers, managers, etc.—rather than looking inward at their own behavior and how they are contributing to the problem. The seek to avoid embarrassment or threat, being vulnerable or incompetent. He’s critical of performance appraisals, which I completely agree with, setting up a “doom loop.�
I disagree with his idea that performance evaluations have to be objective and measurable. This is ludicrous. People cannot be shoved into a number, especially knowledge workers. I believe the answer to this is After Action Reviews, which are all about learning, not just placing blame. I didn’t find his example case study at all compelling. The AAR process is far superior, hence the low rating for this article.
I disagree with his idea that performance evaluations have to be objective and measurable. This is ludicrous. People cannot be shoved into a number, especially knowledge workers. I believe the answer to this is After Action Reviews, which are all about learning, not just placing blame. I didn’t find his example case study at all compelling. The AAR process is far superior, hence the low rating for this article.
May 8, 2023
Interesante lectura sobre cómo algunas personas muy inteligentes luchan para no parecer tontos nunca, sobre todo porque toda su vida siempre han lucido inteligentes.
Esta motivación puede llevarlos a defender la forma en la que se comportan, algo para lo que son especialmente buenos, desperdiciando asà oportunidades de mejora y aprendizaje.
La forma en la que se puede atacar esto es promover un ambiente en el que se remueva la culpa y que desde los niveles superiores se demuestre humildad y disposición al aprendizaje. Se me hizo un poquita seca la lectura y creo que le hace falta un poco más de consejos accionables.
Esta motivación puede llevarlos a defender la forma en la que se comportan, algo para lo que son especialmente buenos, desperdiciando asà oportunidades de mejora y aprendizaje.
La forma en la que se puede atacar esto es promover un ambiente en el que se remueva la culpa y que desde los niveles superiores se demuestre humildad y disposición al aprendizaje. Se me hizo un poquita seca la lectura y creo que le hace falta un poco más de consejos accionables.
February 4, 2022
The reviews are all over the place for this wonderful little book.
The only thing that prevented me from giving this five stars was that I would have like advice about solving the core issue.
Because I definitely agree that a defensive attitude is probably the major impediment to learning - especially to continuous learning in the workplace.
And without solving the problem of self reflection and owning your part of the problem, no other progress will be made.
Also, I love that this is short enough to read again and again!
The only thing that prevented me from giving this five stars was that I would have like advice about solving the core issue.
Because I definitely agree that a defensive attitude is probably the major impediment to learning - especially to continuous learning in the workplace.
And without solving the problem of self reflection and owning your part of the problem, no other progress will be made.
Also, I love that this is short enough to read again and again!
October 1, 2018
Second order thinking
This book is about a single idea of why highly educated executives don't consider their own roles in underperformance while they adopt defensive attitudes and blame the external environment. Though the term cognitive dissonance is not used, it is well explained by examples. The methods to address this is not discussed in a concrete manner.
This book is about a single idea of why highly educated executives don't consider their own roles in underperformance while they adopt defensive attitudes and blame the external environment. Though the term cognitive dissonance is not used, it is well explained by examples. The methods to address this is not discussed in a concrete manner.
March 21, 2024
Smart people have difficulties failing and learning themeselves. They are not used to failure. While reading I was thinking that this probably applies to me as well (not stating that I am that smart). I try to avoid failures and through the insights of this article/ book realize that I too need to open up to learning and dive into some of my blind spots and/or get out of the comfort zone.
December 24, 2023
Everytime I read this book, there is something new that I learn...and even more shocking is that the problems of learning continue to be plagues at individual as well as organizational level because, well....smart people still don't know how to learn!
December 19, 2017
good identification of problems,
the solutions are not detailed enough though,
not really practical...
the solutions are not detailed enough though,
not really practical...
October 1, 2018
An interesting read about why the smarter people find it difficult to learn. Or to admit that they don't know.
Fascinating insights here.
Fascinating insights here.
December 9, 2018
Interesting thoughts about defensive consultants ... hm, somehow interesting viewpoint but actually not what i had expected from the title ...
January 1, 2021
Worthy of its place among the classics!
August 16, 2018
All true, but no practical advice.
March 4, 2017
Worth a re-read
Nice to remind myself of some of Argerys' constructs:
- single and double loop learning
- espoused theory and theory-in-use
Sparks the desire to re-connect more deeply with his work.
Nice to remind myself of some of Argerys' constructs:
- single and double loop learning
- espoused theory and theory-in-use
Sparks the desire to re-connect more deeply with his work.
April 14, 2017
It's like a teaser trailer for "Overcoming Organizational Defenses."
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