Model Answer
0 min readIntroduction
Organizational incompetence refers to the inability of organizations to learn and adapt effectively, leading to recurring errors and suboptimal performance despite possessing the necessary resources and expertise. Chris Argyris, a prominent organizational theorist, posited that this incompetence isn’t due to a lack of skill but rather deeply ingrained behavioral patterns. He identified two distinct models of thinking and behaving within organizations – Model I and Model II – which represent opposing approaches to governing actions and interactions. Understanding these models is crucial to grasping Argyris’s perspective on why organizations often fail to learn and improve. His work, stemming from extensive research in the 1970s and 80s, remains highly relevant in contemporary organizational studies.
Model I: The Achieving-Controlling Orientation
Model I, often referred to as the ‘achieving-controlling’ orientation, is characterized by a set of underlying assumptions and behavioral routines that prioritize individual achievement and control over shared meaning and collaboration. Key characteristics include:
- Unilateral Influence: Individuals attempt to influence others without openly acknowledging their own influence attempts.
- Evaluation Control: Emphasis on evaluating others’ performance rather than collaboratively setting goals and standards.
- Defensive Reasoning: Individuals engage in defensive reasoning to protect their image and avoid admitting errors. This includes creating causal attributions that blame others or external factors.
- Suppression of Negative Feelings: Negative feelings like anxiety or frustration are suppressed, hindering open communication.
This model fosters a climate of competition, distrust, and a reluctance to learn from mistakes. Individuals prioritize winning arguments and maintaining a positive self-image over seeking constructive feedback.
Model II: The Collaborative-Participative Orientation
In contrast, Model II, the ‘collaborative-participative’ orientation, emphasizes shared meaning, open communication, and mutual influence. Its core features are:
- Mutual Influence: Individuals openly acknowledge their influence attempts and seek input from others.
- Collaborative Goal Setting: Goals and standards are set collaboratively, fostering a sense of ownership and commitment.
- Open Communication: Individuals are encouraged to express their feelings and concerns openly and honestly.
- Systemic Thinking: Focus on understanding the interconnectedness of actions and their consequences.
Model II promotes a learning environment where individuals feel safe to experiment, take risks, and learn from failures. It requires a significant shift in mindset and behavioral patterns.
The Two Faces of Organizational Incompetence
Argyris argues that organizational incompetence arises from the dominance of Model I behavior, even in organizations that espouse values of collaboration and learning. He observed that individuals, even those trained in management techniques promoting Model II, often revert to Model I when faced with challenging situations or pressure to perform. This is because Model I is deeply ingrained in organizational cultures and reinforced by power dynamics.
The ‘two faces’ represent the espoused values (often aligning with Model II) and the actual behavior (predominantly Model I). This creates a ‘model mismatch’ – a disconnect between what the organization says it values and how it actually operates. This mismatch hinders learning because individuals are unwilling to acknowledge the consequences of their actions, leading to repetitive errors and a failure to adapt to changing circumstances. For example, a company might publicly promote teamwork but reward individual performance, effectively reinforcing Model I behavior.
| Feature | Model I (Achieving-Controlling) | Model II (Collaborative-Participative) |
|---|---|---|
| Influence | Unilateral, hidden | Mutual, open |
| Control | Evaluation-based | Collaborative goal setting |
| Communication | Defensive, suppressed | Open, honest |
| Learning | Limited, error-avoidance | Continuous, error-embracing |
Conclusion
Chris Argyris’s theory of organizational incompetence highlights the critical role of underlying behavioral patterns in shaping organizational effectiveness. The prevalence of Model I, with its emphasis on control and defensive reasoning, creates a barrier to learning and adaptation. Addressing organizational incompetence requires a conscious effort to promote Model II behavior, fostering a culture of open communication, collaboration, and systemic thinking. This necessitates challenging deeply ingrained assumptions and power dynamics within organizations, a process that is often complex and requires sustained commitment from leadership.
Answer Length
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