Overcoming Emotional Barriers, Political Obstacles, and Control Imperatives in the Action-Science Approach to Individual and Organizational Learning

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Abstract
The action-science approach to individual learning and organizational change has highlighted the possibility and significance of “double-loop” transformational change. Here, I expand the action-science framework (Argyris & Schön, 1974, 1978) in two ways. I first identify three sources of barriers that may fundamentally constrain the effectiveness of the action-science approach: (1) emotional barriers, (2) political obstacles, and (3) managerial control imperatives. Second, drawing from theories of emotion, organizational power and politics, and institutional change, I suggest three ways to overcome each barrier: (1) up-building positive affect, (2) leveraging opposing forces, and (3) bringing external legitimacy into the organization.