Double-loop learning: Difference between revisions

Revision as of 23:31, 29 January 2021

Revision as of 20:15, 23 April 2021

Line 6:

{{Quote|text=[A] thermostat that automatically turns on the heat whenever the temperature in a room drops below 68°F is a good example of single-loop learning. A thermostat that could ask, "why am I set to 68°F?" and then explore whether or not some other temperature might more economically achieve the goal of heating the room would be engaged in double-loop learning|author=[[Chris Argyris]] |source=''Teaching Smart People How To Learn''<ref name="c-argyris-learning"/>{{rp|99}}}}

Double-loop learning is used when it is necessary to change the mental model on which a decision depends. Unlike single loops, this model includes a shift in understanding, from simple and static to broader and more dynamic, such as taking into account the changes in the surroundings and the need for expression changes in mental models.<ref>{{cite book |author=Mildeova, S., Vojtko V. |title=Systémová dynamika |year=2003 |isbn=978-80-245-0626-5 |publisher=Oeconomica |___location=Prague |pages=19–24 |language=cs}}</ref> It is required if the problem or mismatch that starts the organizational learning process cannot be addressed by small adjustments because it involves the organization's governing variables.<ref>{{Cite book|title=HRD and Learning Organisations in Europe|series=Routledge studies in human resource development|volume=3|editor1-last=Horst|editor1-first=Hilde ter|editor2-last=Mulder|editor2-first=Martin|editor3-last=Sambrook|editor3-first=Sally|editor4-last=Scheerens|editor4-first=Jaap|editor5-last=Stewart|editor5-first=Jim|editor6-last=Tjepkema|editor6-first=Saskia|publisher=Routledge|year=2002|isbn=0415277884|oclc=49350862|___location=London; New York|page=8}}</ref> Organizational learning in such cases occurs when the diagnosis and intervention produce changes in the underlying policies, assumptions, and goals.<ref>{{Cite book|title=Managing Conflict in Organizations|last=Rahim|first=M. Afzalur|publisher=Quorum Books|year=2001|edition=3|isbn=1567202624|oclc=45791568|___location=Westport, CT|page=64}}</ref> According to Argyris, many organizations resist double-loop learning due to a number of variables such as resistance to change, fear of failure, and overemphasis on control.<ref>{{Cite book|title=Understanding College and University Organization: Theories for Effective Policy and Practice|lastlast1=Bess|firstfirst1=James L.|last2=Dee|first2=Jay R.|date=2008|publisher=Stylus Publishing|volume=2|isbn=9781579227746|oclc=73926579|page=[https://books.google.com/books?id=tZMzH9ALvtsC&pg=PA676 676]|language=en}}</ref>

<gallery caption="Reference models I and II" widths="280px" heights="280px" align="center">

Line 41:

* {{cite book |last1=Brockbank |first1=Anne |last2=McGill |first2=Ian |date=2012 |orig-year=2006 |chapter=Single and double loop learning |title=Facilitating reflective learning: coaching, mentoring and supervision |edition=2nd |___location=London; Philadelphia |publisher=[[Kogan Page]] |isbn=9780749465070 |oclc=769289635 |pages=22–26 }}

* {{cite book |last=Argyris |first=Chris |author-link=Chris Argyris |editor1-last=Smith |editor1-first=Ken G. |editor2-last=Hitt |editor2-first=Michael A. |date=2005 |chapter=Double-loop learning in organizations: a theory of action perspective |title=Great minds in management: the process of theory development |___location=Oxford; New York |publisher=[[Oxford University Press]] |isbn=978-0199276813 |oclc=60418039 |pages=261–279 }}

* {{cite journal |last1=Blackman |first1=Deborah |last2=Connelly |first2=James |last3=Henderson |first3=Steven |date=January 2004 |title=Does double loop learning create reliable knowledge? |journal=The Learning Organization |volume=11 |issue=1 |pages=11–27 |doi=10.1108/09696470410515706 |s2cid=144174842 |url=https://www.researchgate.net/publication/233720311 }}

* {{cite book |last1=Torbert |first1=William R. |last2=Cook-Greuter |first2=Susanne R. |last3=Fisher |first3=Dalmar |last4=Foldy |first4=Erica |last5=Gauthier |first5=Alain |last6=Keeley |first6=Jackie |last7=Rooke |first7=David |last8=Ross |first8=Sara Nora |last9=Royce |first9=Catherine |last10=Rudolph |first10=Jenny |date=2004 |title=Action inquiry: the secret of timely and transforming leadership |___location=San Francisco |publisher=Berrett-Koehler |isbn=978-1576752647 |oclc=53793296 }}

* {{cite web |last=Smith |first=Mark K. |date=2013 |orig-year=2001 |title=Chris Argyris: theories of action, double-loop learning and organizational learning |url=http://www.infed.org/thinkers/argyris.htm |website=infed.org |access-date=2016-03-19 }}

* {{cite book |last=Nielsen |first=Richard P. |date=1996 |chapter=Double-loop, dialogue methods |title=The politics of ethics: methods for acting, learning, and sometimes fighting with others in addressing ethics problems in organizational life |___location=New York |publisher=[[Oxford University Press]] |isbn=978-0195096651 |oclc=34517566 |pages=[https://archive.org/details/politicsofethics00rich/page/75 75–105] |chapter-url=https://archive.org/details/politicsofethics00rich/page/75 }}

* {{cite book |last=Argyris |first=Chris |author-link=Chris Argyris |date=1999 |orig-year=1993 |title=On organizational learning |edition=2nd |___location=Oxford; Malden, MA |publisher=[[Wiley-Blackwell|Blackwell Business]] |isbn=978-0631213086 |oclc=40460132 }}

* {{cite journal |last=Isaacs |first=William N. |date=September 1993 |title=Taking flight: dialogue, collective thinking, and organizational learning |journal=Organizational Dynamics |volume=22 |issue=2 |pages=24–39 |doi=10.1016/0090-2616(93)90051-2 |url=http://wayra.nl/wp-content/uploads/2012/07/Dialogue-Collective-Thinking-and-Org-Learning_WilliamIsaacs_MIT_1993.pdf }}