Senge uses the concept of “defensive routines” as described by business theorist Chris Argyris. Argyris and Senge both define defensive routines as methods managers use to avoid reflection and candid conversation in team dialogue and discussions. Senge first discusses them in his exploration of Mental Models. He explains that managers often use these to avoid thinking about their assumptions and “incapsulate our Mental Models from examination” (172). They wish to avoid uncomfortable dialogue and admission of problems and misconceptions, but Argyris and Senge argue that they only harm companies by preventing them from improving their Mental Models. Senge discusses defensive routines in greater detail in the chapter about Team Learning, emphasizing the idea that they limit conversations between teams, who become uncomfortable with voicing concerns and focused on maintaining a “façade of confidence” (234). This creates “blocks and traps that prevent collective learning” and can severely harm a management team and company (234). Senge uses the miscommunication between Jim Tabor and his subordinates and superiors and its fallout at ATP to show the level of damage that defensive routines can cause.