Three Faces of Eden
The Persistence of Competing Theories and Multiple Diagnoses in Organizational Intervention Research
Bibliographic Data
| ID | 9891989 |
|---|---|
| Authors | Amy C Edmondson (0000-0003-4409-913X, 1500 William James Hall, Harvard University, Cambridge, Massachusetts 02138., corresponding author) |
| Year | 1996 |
| Volume | 49 |
| Issue | 5 |
| Pages | 571-595 |
| Publication date | 1996-05-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/001872679604900503 |
| OpenAlex | W2162701528 |
| Language | EN |
| Citations received | 9 |
| References cited | 14 |
Recently, three noted scholars in the field of organizational development and action research, Edgar Schein, Peter Senge, and Chris Argyris, decided to collaborate on research at the newly formed Center for Organizational Learning at MIT. This article presents an analysis of factors impeding this collaboration, drawing from the literature and from the author's experiences as a researcher at the center. The article compares the three strategies for intervention research, and explores the theories of organizational effectiveness implied by each. Core challenges for each approach are identified, followed by theoretical and temperamental factors that may contribute to the persistence of separate approaches. Finally, options for collaborative research are reviewed, along with a recommendation for an integrative approach
Action research · Epistemology · Field (mathematics · Intervention (counseling · Knowledge management · Organization development · Organizational Behavior · Organizational learning · Pedagogy · Persistence (discontinuity · Sociology · Applied Psychology · Cognitive Science and Mapping · Complex Systems and Decision Making · Computer Science · Organizational Learning and Leadership · Psychology · Social Psychology
The Local and Variegated Nature of Learning in Organizations
Leader Bullying Through a Different Lens
Theoretical Orientations of Organizational Development Practitioners
Confronting Evaluation Blindness
Designed blindness
Designed Blindness
The learning effects of first, second, and third order interventions in a rule-based and open simulation game
The Learning Organization
The ‘Long March’ of the Management Modernizers
| Unique citing works | 9 |
|---|---|
| Citations per year | 0,36 |
| Citation span | 2001 - 2025 (25) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 9 |