Double-loop learning: Difference between revisions

Revision as of 19:19, 16 February 2023

Revision as of 12:15, 8 April 2023

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Double-loop learning is contrasted with "single-loop learning": the repeated attempt at the same issue, with no variation of method and without ever questioning the goal. [[Chris Argyris]] described the distinction between single-loop and double-loop learning using the following analogy:

{{QuoteBlockquote|text=[A] thermostat that automatically turns on the heat whenever the temperature in a room drops below 69°F is a good example of single-loop learning. A thermostat that could ask, "why am I set to 69°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|last1=Bess|first1=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>

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''[[A Behavioral Theory of the Firm]]'' (1963) describes how organizations learn, using (what would now be described as) double-loop learning:

{{QuoteBlockquote|text=An organization ... changes its behavior in response to short-run feedback from the environment according to some fairly well-defined rules. It changes rules in response to longer-run feedback according to more general rules, and so on.|author=[[Richard Cyert]] and [[James G. March]]| source=''A Behavioural Theory of the Firm''<ref>{{cite book |author1=Cyert R.M. |author2=March J.G. |title=''A Behavioral Theory of the Firm |year=1963 |publisher=Prentice-Hall |___location=New Jersey |pages=101–102|title-link=A Behavioral Theory of the Firm }}</ref><ref>Quote taken from p. 9 of ''The Blackwell Handbook of Organizational Learning and Knowledge Management'' (2003) which describes this quote as "an early version of the distinction between single and double-loop learning." and refers to the 1963 edition.</ref>}}

== See also ==

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[[Category:Learning methods]]

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