Abstract
This chapter contains a presentation of several psychological theories and descriptions of seminal pieces of research upon which these theories are founded. Together these theories show that managers are often unaware of what assumptions govern their actions, that becoming aware of and evaluating these assumptions through double-loop learning can increase managers’ efficiency, and that doing so is difficult for three reasons. First, assumptions governing action are formed automatically and unintentionally and are, therefore, largely unconscious. Second, these assumptions are self-concealing and self-confirming, because operating from them highlights aspects of experience, which can be taken as evidence of their validity. Third, humans seek coherence between their beliefs and actions and use rationalization to hide any discrepancies, which could reveal what assumptions truly govern their actions.
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Notes
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In this book I have chosen to alternate loosely between using “he” and “she” as generic terms for human being, since I find the use of singular pronouns more engaging than the alternatives of using either the plural “they” or passive voice.
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Springborg, C. (2018). Increasing Leadership Effectiveness. In: Sensory Templates and Manager Cognition. Palgrave Studies in Business, Arts and Humanities. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-71794-4_2
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