Knowledge for Action

Every organization sees “defensive routines” emerge, which block change and learning. An organization that manages to reduce these routines becomes a “learning” one: its members are able not only to learn and make decisions in a more effective way, but also to question, or even modify the logic that guides their actions. After a presentation of the theoretical framework, the author invites the reader to accompany him during an experiment in a consulting firm, and to follow step-by-step his interventions to transform this company into a learning organization.