He means that, in whichever (modern) culture you are, even though you call it with a different name, the actual behavior are very similar. As he stated, when dealing with situations that is potentially upsetting to the others, you craft an action strategy in such a way that so that the other party cannot hold you responsible if/when he or she gets upset. It is the same in the USA or Japan, Israel or Turkiye. The differences are superficial. For example: when you act in the same way that you are criticizing in others and this is pointed to you, you can blame others or the culture or you can say that you have to do that in order to help others. Another example: Instead of telling your employee : - John, your being late leads me to think that you are irresponsible with your time but I may be missing something. What is the story here and how do you see things? (since this makes you vulnerable to counter-view, dis-confirming data or alternative explanation thus being wrong with your conclusion) you say: - John your being irresponsible affects all the others in the team. You either shape-up or else..(we established the fact that you are irresponsible and that is out of discussion. What you need to to is accept my conclusion (that you are irresponsible) and act accordingly. I believe this kind of behavior as ubiquitous. What you think?
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thanks Chris for your groundwork on this amazing topic of Action Learning.
I am honoured to have been your scholar.
What does he actually mean with the last sentence? He has found Cultural differences on this area as superficial?
not meaningful or consequential
He means that, in whichever (modern) culture you are, even though you call it with a different name, the actual behavior are very similar. As he stated, when dealing with situations that is potentially upsetting to the others, you craft an action strategy in such a way that so that the other party cannot hold you responsible if/when he or she gets upset. It is the same in the USA or Japan, Israel or Turkiye. The differences are superficial.
For example: when you act in the same way that you are criticizing in others and this is pointed to you, you can blame others or the culture or you can say that you have to do that in order to help others.
Another example:
Instead of telling your employee :
- John, your being late leads me to think that you are irresponsible with your time but I may be missing something. What is the story here and how do you see things? (since this makes you vulnerable to counter-view, dis-confirming data or alternative explanation thus being wrong with your conclusion) you say:
- John your being irresponsible affects all the others in the team. You either shape-up or else..(we established the fact that you are irresponsible and that is out of discussion. What you need to to is accept my conclusion (that you are irresponsible) and act accordingly.
I believe this kind of behavior as ubiquitous.
What you think?
@@mehmetselim9405 I am just reading this comment now and found it soo helpful, Thank you
An Argyris!
When your last name is Argyris...
Hello...