A Quote by Chris Argyris

Managers who are skilled communicators may also be good at covering up real problems. — © Chris Argyris
Managers who are skilled communicators may also be good at covering up real problems.
[Facebook and Twitter] aren't the real problems in the office. The real problems are what I like to call the M&Ms, the Managers and the Meetings.
Today, a skilled manager makes more than the owner. And owners fight each other to get the skilled managers.
Scientists aren't necessarily good communicators, because they aren't trained to be good communicators.
Managers are not confronted with problems that are independent of each other, but with dynamic situations that consist of complex systems of changing problems that interact with each other. I call such situations messes. Problems are extracted from messes by analysis. Managers do not solve problems, they manage messes.
I'm 100% real, even when what's real is ugly. I don't take any pride in covering up, hiding and lying.
some soap opera, you know, real people pretending to be fake people with made-up problems being watched by real people to forget their real problems.
The real troublemakers are anger, jealousy, impatience, and hatred. With them, problems cannot be solved. Though we may have temporary success, ultimately our hatred or anger will create futher difficulties. Anger makes for swift solutions. Yet, when we face problems with compassion, sincerity, and good motivation, our solutions may take longer, but ultimately they are better.
Managers tend to blame their turnover problems on everything under the sun, while ignoring the crux of the matter: people don't leave jobs; they leave managers.
As a whole, the managers today are different in temperament. Most have very good communication skills and are more understanding of the umpire's job. That doesn't mean they are better managers. It just means that I perceive today's managers a bit differently.
In addition to the social pressures from the scientific community there is also at work a very human trait of individual scientist. I call it the law of the instrument , and it may be formulated as follows: Give a small boy a hammer, and he will find that everything he encounters needs pounding. It comes as no particular surprise to discover that a scientist formulates problems in a way which requires for their solution just those techniques in which he himself is especially skilled.
Teaching and writing, really, they support and nourish each other, and they foster good thinking. Because when you show up in the classroom, you may have on the mantle of authority, but in fact, you're just a writer helping other writers think through their problems. Your experience with the problems you've tried to solve comes into play in how you try to teach them to solve their problems.
Great managers recognize that there is no one way to manage. You may have to be 10 different managers to get the best out of your team.
If I describe a sunny morning in May (the buds, the wet-winged flies, the warm sun and cool breeze), I am also implying the perishing quality of a morning in May, and a good description of May sets up the possibility of a May disaster.
Problems may only be avoided by exercising good judgment. Good judgment may only be gained by experiencing life's problems.
Because', she said, 'your problems are not real problems. You're dating two beautiful girls at once. Think about it. That's like...having rock-star problems.' 'Having rock-star problems may be the closest I ever get to being an actual rock star.
One thing you may be sure of, I was not a party to covering up anything.
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