Argyris Theory of Motivation- Background, Explanation, Assumptions, and Limitations

Argyris's theory believed that making this disconnect visible and exposing the contradiction between espoused values and real behaviour is key to enabling learning. By reflecting on the mismatch, individuals can adjust their theories-in-use to better align with their espoused values. This kind of learning is often uncomfortable but leads to greater effectiveness. Argyris called this process of exposing and correcting the misalignment between espoused theory and theory-in-use "double loop learning." He contrasted it with "single loop learning", where people make minor corrections to actions without reflecting on underlying assumptions. Double-loop learning leads to meaningful behavioural changes.

Argyris's theory is very important for the UGC-NET Commerce Examination in depth.

In this article, the learners will be able to know about the Argyris theory in detail with its assumptions, limitations, background, etc.

Read about motivation and emotion.

Argyris Theory-Background

Chris Argyris was a professor at Harvard Business School starting in the 1950s. At the time, prevailing management theory focused on organizational structures and leadership behaviours. Argyris believed this was inadequate for understanding effectiveness.

He began studying how humans behave in organizations. In particular, he was interested in the gap between intended and actual behaviours. What causes smart people to make counterproductive choices at work?

Through interviews and research, Argyris identified a common issue. People espouse certain values and beliefs about how they will act (espoused theory). But their on-the-job actions are guided by different rules and values (theory-in-use).

For example, a manager may say they believe in openness. But they may reject or ignore ideas from subordinates out of defensive reflexes. The mismatch happens unconsciously.

Argyris argued that becoming aware of the disconnect enables learning. By examining their theories in use, people can reshape those governing values and assumptions. This "double loop learning" allows them to align behaviour with espoused values.

Argyris's insights were pathbreaking in focusing on the drivers of real human behaviour at work. He shed light on the roots of professional ineffectiveness. His emphasis on making the implicit explicit to enable learning was highly influential.

Decades later, Argyris's central idea - that we must align espoused values with theories in use - continues to drive research on organizational behaviour and learning. His work pioneered building an "action science".

Find out about Motivation and leadership.

Argyris Theory-Explanation

The core premise of Argyris's work is that there is often a disconnect between what people say and what they do. Their stated values and beliefs don't match their real behaviours.

Argyris called the values and beliefs people state their "espoused theory" of action. This is how they say they will behave. For example, a manager might endorse collaborating with their team and listening to input.

But their "theory-in-use" is what governs their actual day-to-day actions. And often, people's theories in use contradict their espoused theories. The manager who says they collaborate might dismiss ideas from below.

What explains this inconsistency? Argyris argued that people have defensive routines and reflexes that lead them to act in ways that undermine their aims. These habits operate at a subconscious level.

For instance, the manager who ignores input may do so reflexively out of insecurity, feeling threatened without realizing it. Their theory-in-use says to maintain unilateral control.

Bringing this contradiction to light through reflection and inquiry is key to Argyris's idea of "double-loop learning." Questioning one's theory-in-use allows conscious choice to shift behaviour for alignment.

By uncovering the clash between what they "preach" and what they practice, people can reshape their governing values and assumptions. With awareness, they can act by espoused theories.

Also read about Herzberg’s Motivation Hygiene Theory.

Argyris Theory-Assumptions

Here are the main assumptions of Argyris's theory presented in simple, human-friendly language as stated below.

• People have two theories that drive their actions: Espoused theories and theories in use. Espoused theories are what people say they believe in and claim to follow. Theories-in-use are the actual theories that unconsciously drive people's behaviours and actions. There is often a gap between people's espoused theories and theories-in-use.
• People are often unaware of their actual theories in use and the inconsistencies between them and their espoused theories. They tend to be defensive and justify their actions when they are pointed out.
• In organizations, most people operate from Model I theories in use, which are based on achieving intended outcomes, controlling external variables, and winning arguments. This leads to defensive routines and self-sealing behaviours, which limit new learning.
• Model II theories-in-use focus more on valid information, innovation, creating solutions acceptable to all, and reflecting on the process. This allows for more openness, learning, and change within organizations.
• To move from Model I to Model II behaviours, leaders and organizations must first recognize the gap between their espoused theories and theories-in-use. They must then establish conditions that allow people to reflect critically on their actions and learn from each other.
• When leaders and organizations move towards Model II behaviours based on valid information, shared power, and reflection, it enables innovation, learning and greater effectiveness.

Read about McClelland’s Need Theory.

Argyris Theory-Limitations

The limitations are stated below.

• The theory focuses mainly on individual and organizational learning and past theories of learning but does not adequately address external factors that influence organizations. It assumes organizations have more control over their actions and learning than they may have.
• The distinction between Model I and Model II theories in use is somewhat simplistic. Many organizations and individuals exhibit a mix of both types of behaviours. It is not an either-or distinction in reality.
• The theory assumes that Model II behaviours will inevitably lead to more learning, openness and effectiveness. But this is not always the case in complex organizations facing many external pressures.
• The theory places a lot of emphasis on managers and leaders to drive the shift from Model I to Model II. But organizational culture is shaped by many factors beyond just leadership. Other structures, systems and incentives also need to change.
• The theory does not offer concrete advice or tools for how organizations can practically move from Model I to Model II behaviours. It largely remains at a conceptual level.
• The concepts of "theories-in-use" and "espoused theories" are abstract and difficult to observe and measure directly. They rely mainly on people's reflections and self-reports, which can be biased.
• The theory primarily focuses on individual and group dynamics in learning without adequately addressing organizational learning more systematically.

Read about maslow's hierarchy of needs theory.

Chris Argyris Immaturity Maturity Theory

Argyris believed that individuals and organizations tend to follow a trajectory from immaturity to maturity as they learn and develop. Here are the main stages in this progression according to his theory.

• Immaturity - Individuals and organizations at this stage have a limited perspective and lack self-awareness. They see the world in black and white terms and focus mainly on short-term goals. Communication is one-way and defensive routines are common.
• Early Maturity - Individuals and organizations begin to recognize the limitations of their immature ways and realize the need for change. They start to become more aware of their own assumptions and mental models. There is an openness to new ideas.
• Transitional Maturity - There is a conscious effort to change attitudes, behaviors and routines to become more mature. Two-way communication improves and defensive routines start to reduce. The need for valid information is recognized.
• Transformed - Individuals and organizations become more reflective and self-aware. They focus on long-term goals and deeper purposes. Defensive routines are minimized. Open communication and openness to change become ingrained.
• Full Maturity - Individuals and organizations exhibit mature attitudes and behaviors consistently. There is continual reflection and improvement of mental models. Defensiveness is essentially non-existent. Organizational learning and innovation become an ongoing process.

Why Do Businesses Avoid Using the Argyris Theory

Businesses may avoid using the Argyris Theory for several reasons. The Argyris Theory, developed by organizational theorist Chris Argyris, focuses on understanding and improving the relationship between individuals and organizations, particularly in terms of how organizations can create a more open and learning-oriented culture. While the theory has valuable insights, it may not always be implemented for the following reasons:

• Complexity: Argyris's theories can be complex and require a deep understanding of organizational psychology and behavioral science. Many businesses may find it challenging to grasp and apply these concepts effectively.
• Resistance to change: Implementing Argyris's ideas often necessitates significant changes in organizational culture and management practices. Employees and leaders may resist these changes, as they can be disruptive and uncomfortable.
• Short-term focus: Businesses often prioritize short-term profits and performance over long-term cultural shifts. Argyris's theories may require a longer-term perspective, which can be at odds with the immediate results-driven mindset of many organizations.
• Resource constraints: Shifting an organization's culture to align with Argyris's principles may require resources, such as time, training, and coaching. Small or resource-constrained businesses may struggle to allocate these resources.
• Lack of awareness: Many organizations may simply be unaware of Argyris's theories or may not fully understand their potential benefits. Without awareness and education, they are unlikely to consider or implement these concepts.
• Leadership resistance: Leaders and managers who are not familiar with or do not fully buy into Argyris's theories may resist their implementation. Change often starts at the top, and without leadership support, it can be challenging to introduce new approaches successfully.
• Fear of transparency: Argyris emphasizes the importance of open and honest communication within organizations. Some businesses may be uncomfortable with this level of transparency, fearing that it could expose weaknesses or lead to conflict.
• Organizational inertia: Large, established organizations often have deeply ingrained cultures and processes. Changing these aspects can be extremely challenging, and leaders may opt for maintaining the status quo rather than attempting a significant transformation.
• Cultural fit: Argyris's theories may not align with the existing culture and values of certain businesses. Implementing these ideas may require a fundamental shift in how the organization operates, which may not be feasible or desirable for every company.
• Lack of evidence: Some businesses may be skeptical about the empirical evidence supporting Argyris's theories or may not see enough real-world success stories to justify the effort required for implementation.

In summary, while Argyris's theories offer valuable insights into creating more effective and learning-oriented organizations, their complexity, resistance to change, resource constraints, and other factors can deter businesses from adopting them. However, organizations that are willing to invest in cultural transformation and long-term development may find Argyris's theories beneficial for fostering a more open and learning-oriented environment.

Read about Vroom’s Expectancy Theory.

Conclusion

Argyris's theory highlights the importance of organizational learning and the differences between espoused theories and theories in use that guide behaviours. It claims that moving from Model I defensive routines to Model II reflective practices can enable innovation, openness and effectiveness. However, the theory has limitations in simplifying complex organizational dynamics and not offering concrete actions for change. It brings attention to the hidden mental models and assumptions that drive people's actions, even if they are unaware. Recognizing the gap between espoused theories and theories in use can be an important first step to real change. The concepts of Model I and Model II theories in use provide a useful framework for understanding different organizational cultures and behaviours. They highlight specific actions and attitudes that can enable more double-loop learning and innovation.

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