In 1974 Argyris and Schön pioneered research under
the theories of action in their
seminal publication “Theory in Practice. Increasing Professional Effectiveness”
that would define how people plan out and then take and review their actions.
Two contrasting theories of action are formed unknowingly in most people; theories-in-use
and espoused theories. There are theories that are implicit actions (theories-in-use)
of what we do inside of an organizational system and there are theories that
are verbalized (espoused) to represent what that given action will be. These
theories are applied by many well-known modern-day practitioners.
When a person is engaging her environment and
receives a query on what course of action she will take, the answer that she
will ordinarily access and verbalize is housed in her espoused theories. The
espouse theory is the one that forms her reality and belief system that she is
most closely aligned with to access a response between the two theories of
action. The actual activities that comprise the actions that she carries out
are housed in the theories-in-use. The two theories combine to present what are
known as theories of action. The challenge to the practitioner is to be aware
of the differences or gaps in their espoused theories vs. theories-in-use.
While gaps between the two theories are normal, understanding the distinctions
between the two is important to developmental awareness. Argyris’s “Inner Contradictions of Rigorous
Research” makes the case that congruence between the two theories creates
greater capability and work effectiveness.
(http://www.smithsonianmag.com/history/the-daredevil-of-niagara-falls-110492884/?no-ist)
Imagine a close friend of yours is a tightrope
artist. The artist says that he is bored with doing the same old tight rope
trick and now wants to put a person in a wheelbarrow and walk across the distance
of two high-rise buildings. You access your espoused theories in response that
is tied to your inherent belief of how exciting this would be to see and you
let your friend know that it sounds like a wonderful idea. Your tightrope performing
friend then tells you that he is glad you feel this way because he wants to put
you in the wheelbarrow! Now you find that your espoused theories are not quite matched up to your theories-in-use
because if you are the only one that your friend will do the trick with then
the trick is not a wonderful idea. (The famous Charles Blondin experienced
something similar. See above.)
How does being aware of our own theories-in-use and espoused
theories create greater work effectiveness at work and in life? What are common incongruence
between theories in use and espoused theories in the workplace and in life?
