ABSTRACT
“When I was growing up,” observes Chris Argyris, a leading academic management scholar for the past four decades, “managers used to say they hired a hand, and they really meant it. But today they say they hire minds. In a world where minds are hired, learning becomes essential.” 1 Certain features of organizations, such as their hierarchical structure, management style, and the like, however, make it difficult for people to learn—and to learn what works and what does not. Learning often comes from an error detection and correction process and, in many organizations, admitting to a mistake can get a person in trouble. Suggesting that one’s supervisor has made an error can result in even more trouble.
