Have you ever said one thing but done another—without even realizing it?
You’re not alone. And you’re not illogical. In fact, you’re following a logic that just might be hidden even from yourself.
That’s what makes Argyris and Schön’s “theories of action” so powerful. They give us language—and a lens—for understanding one of the most important, and overlooked, barriers to change: the difference between what we say drives our behavior and what actually does.
That gap matters. Especially when you’re the one trying to lead change.
Back in 1974, Chris Argyris and Donald Schön introduced a deceptively simple idea: we all operate with two sets of theories.
- Espoused Theories — What we say we believe.
- Theories-in-Use — What our actions suggest we actually believe.
You may say, for instance, “I believe in giving everyone an equal voice.” But in meetings, you interrupt people to make your points. Not because you’re a hypocrite, but because something else is driving your actions. Something unspoken, or even unknown
And that’s where many change efforts go sideways. Because if you’re trying to create change—persuade others, guide decisions, shape a new direction—what matters isn’t just what you say (or think!) is true. It’s what your actions show is REALLY true for you.
If your message is built on your espoused theory (on what you wish were true) it may not stick. Especially if your audience is watching your actions and drawing different conclusions. The mismatch erodes trust. It creates confusion. And worst of all, it puts your focus on the the wrong challenge.
This concept connects directly to other foundational ideas we’ve explored—like adaptive vs. technical problems (Heifetz), categorical shifts (Chi), and the subject–object split (Kegan). Because if you can’t see what’s really driving the issue—if it’s still “subject” to you—you can’t solve it strategically. You might not even be solving the right kind of problem.
This is why using something like the Core Case can help make sure that you’re not just saying what you wish were true, but you’re actually articulating something, approximating the reason why you actually believe it’s true, way deep down.
And that’s not a value, necessarily. It’s a principle. It’s a principle you—and most people!—believe about how the world actually works. You believe it because it’s been shown to be true over and over again:
- What goes up must come down
- Something in motion stays in motion unless acted on by something else
- The more perspectives you take, the more you can see
It’s these kinds of bedrock beliefs, axioms, and (new favorite word:) endoxa, that guide your and others’ theories-in-use.
the more your message reflects a theory-in-use based on shared principles, the more it will resonate with your audience’s lived experience, and the more they’ll trust it. It’s also much more likely that they’ll act on it.
So, the next time you’re making a case for change—pitching an idea, sharing your solution, positioning your product—ask:
- What do I say I believe?
- What do my actions show I believe?
- What does my audience believe is true?
Start your message there. With the theory-in use. Because when your reasoning rings true, your message becomes one they can’t unhear.