John Rough Case Study Summary

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Register to read the introduction… He is characterized by his former co-workers as a possible obsessive compulsive and a person that adheres strongly to policy. He goes into his new job with the mindset that he will take his first couple of months to observe how the company works; what is going right and things he might be able to improve. On his first day however, he realizes that the human resources department is in need of immediate repair. Paper files are stacked in piles. The people under him often take half days while work piles up around them. Middle management seems unable to have an effect on the people under them or is guilty of the same things that Rough finds to be the problem. What John Rough is experiencing is a change in culture from his previous organization to the one he is currently employed at. Organizations, just as any other collection of people, create an atmosphere by which business is conducted. Through various factors such as dress codes, social events, working hours, and selective hiring an organization forms an identity or culture. In the Case of John Rough, the organization that he has come from was one that had strict rules enforcing filing, working hours, and goes on. Now he finds himself in an organization that is a good deal more relaxed. As a new person in charge, he will attempt to change the organization to fit the culture that he is more comfortable …show more content…
He decides to use the Chris Argyris’s action science. In Action Science there are two separate types of learning that an individual can use to adapt and solve an issue. They are found in Argyris’ ideas. They are Single-loop and Double-loop learning. Single-loop learning is the process by which a change occurs in a value; however, there is no change in the ideology that created that value (Argyris 2006). Double-loop learning is the process of addressing the correcting an error while at the same time changing the action strategies and theories that created the error (Argyris …show more content…
The role of new leader is often that of a change. Because the culture of an organization can be considered the face or appearance of an organization; the culture can be the hardest to change. If a person asked another to shave a mustache he had been cultivating for ten years that person may take offence to the criticism and would not be likely to make that change. This is the same in an organization. The culture of the organization may be the most difficult part of an organization to impact.

Works Cited

Argyris, C. (2006). Reason’s and Rationalizations: The Limitations of Organizational Knowledge. Oxford Press.

Smith, M. K. (2001). Chris Argyris: Theories of Action, Double-loop Learning and Organizational Learning, The Encyclopedia of Informal Education, .htm. Last update: February 05, 2009
National Defense University (N.D.) Strategic Leadership and Decision Making: Organizational Culture. Retrieved April 28, 2009 from

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