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Teaching Smart People How to Learn(Harvard Business Review Classics) (Harvard Business Review Classics)

Teaching Smart People How to Learn(Harvard Business Review Classics) (Harvard Business Review Classics)
Author: Chris Argyris
Publisher: Harvard Business School Press
Category: Book

List Price: $8.95
Buy New: $4.20
You Save: $4.75 (53%)



New (31) Used (4) from $4.20

Avg. Customer Rating: 4.0 out of 5 stars 1 reviews
Sales Rank: 86263

Media: Paperback
Number Of Items: 1
Pages: 64
Shipping Weight (lbs): 0.2
Dimensions (in): 6.3 x 4.2 x 0.5

ISBN: 1422126005
Dewey Decimal Number: 658.3124
EAN: 9781422126004
ASIN: 1422126005

Publication Date: May 19, 2008
Availability: Usually ships in 1-2 business days
Shipping: International shipping available
Condition: Brand New and Factory Sealed Item Fast Shipping

Also Available In:

  • Digital - Teaching Smart People How to Learn (HBR OnPoint Enhanced Edition)

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Editorial Reviews:

Product Description
Why are your smartest and most successful employees often the worst learners? Likely, they haven't had the opportunities for introspection that failure affords. So when they do fail, instead of critically examining their own behavior, they cast blame outward -- on anyone or anything they can.

In Teaching Smart People How to Learn, Chris Argyris sheds light on the forces that prevent highly skilled employees for learning from mistakes and offers suggestions for helping talented employees develop more productive responses.



Customer Reviews:

4 out of 5 stars Smart people can't learn   December 14, 2002
 48 out of 50 found this review helpful

The title is very interesting and so is the article. The article walks through the reason why smart people can't (won't) learn and describes an approach for breaking through this mode of thinking.

The basic premise is that people with high levels of education have learned to play the learning game. They can't or won't admit they don't know something because in essence they would have to admit failure. They often become defensive in the face of failure and displace (rationalize) the blame for failure rather then looking for the root cause and examining their own involvement in the failure.

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