WorkClaim Cited
Organizational Learning II
Argyris and Schön build their theory around organizations such as the anonymized Mercury Corporation, whose managers spent a decade trying to create new businesses while keeping the conflict between divisional profit targets and corporate innovation largely undiscussable. Reconstructing successes and failures made that contradiction visible, but the case also exposes the limits of consultant-led inquiry: a map of defensive reasoning is not yet evidence that authority, incentives, or durable practice changed.