Question

Describe with example learning organisations processes which know Single-Loop and Double-Loop?
Single-Loop:
Double-Loop:

Answer 1

Single-loop learning:

Single-loop learning is one kind of organizational learning process. In single-loop learning, people, organizations or groups modify their actions according to the difference between expected and reached outcomes. In other words, when something goes wrong or does not happen like we would like, most of us would consider how the situation could be fixed. Single-loop learning can also be described like to be situation in which we observe our present situation and face problems, errors, inconsistencies or impractical habits. After that we adapt our own behavior and actions to mitigate and improve the situation accordingly.

There are few problems with single-loop learning. The biggest problem with it is that acting like that we only remove the symptoms, while root causes are still remaining. That is not a good thing because we will have new problems in the future. Instead of that we should examine, and find out the root causes and also challenge our underlying beliefs and assumptions. By using only single-loop learning we end up making only small fixes and adjustments.

The other problem with single-loop learning is that it assumes problems and their solutions to be close to each other in time and space. However, this is not true generally. In this kind of learning, individuals or groups are primarily observing their own actions and methods. This will lead to small changes in specific practices, behaviours or methods which are based on what has or has not been working before.

The conventional example used to explain this concept is the thermostat. It operates in one mode. When it detects that the room is too cold, it turns on the furnace. When it detects that the room is too hot, it turns off the furnace. In other words, the system includes one automatic and limited type of reaction little or no learning occurs and little or no insight is needed. Experts assert that most organizations operate according to single-loop learning, members establish rigid strategies, policies and procedures and then spend their time detecting and correcting deviations from the “rules.”

You might exhibit this kind of learning when you notice that your client has not produced a certain deliverable on time during a project, so you get angry at your client and demand that your client produce the deliverable – without ever really exploring why your client did not produce the deliverable in the first place.

Double – Loop Learning:

Double-loop learning is a part of “a theory of action” designed by Chris Argyris. In single-loop learning characterized by the fact that we changed our action or behaviour to fix or avoid mistakes. Whereas in double-loop learning we also correct or change the underlying causes behind the problematic action.

There could me many different underlying causes. Underlying causes may be, for example, organizational norms, policies, ways to work or individuals’ motives, assumptions or even informal and ingrained practices which prevent inquiry on these causes.

In double-loop learning we are forced to think about our actions in the framework of our operating assumptions. That is an important thing because we need to start thinking and analyzing our own processes.

Double-loop learning will lead to deepen understanding of our assumptions and better decision-making in our everyday operations. We also need to notice that double-loop learning leads to organizational learning. That is very important because organizational learning is one of the most important factors nowadays. Without organizational learning we have serious troubles.

This learning often helps participants understand why a particular solution works better than others to solve a problem or achieve a goal. Experts assert that double-loop learning is critical to the success of an organization, especially during times of rapid change.

Example: To continue the above example of your client not producing a deliverable, double-loop learning occurs when you engage your client in discussion about their reasons for the absence of the deliverable, and whether your expectations were realistic or not. Results of the discussion might be, for example, that project timelines are changed or that communications between consultant and client are improved.

Basically, double-loop learning requires three skills:

1. Self-awareness

2. Honesty or candor

3. Taking responsibility

At first we need self-awareness to identify what is often unconscious or habitual. After that we need honesty or candor to recognize mistakes and discuss with other people to find out and establish root-causes. Finally we need to take responsibility for how we need to change our action or methods and how we can learn from the incident.

In summary, by using double-loop learning we examine the underlying assumptions behind the actions and behaviour and learn from those mistakes and incorrect methods. By doing this we are able to remove the root causes that makes us to behave or action in a certain, poor or costly way. While single-loop learning was more like an operative level, double-loop learning is rather a tactical level.

Conclusion:

Organizational learning is defined as occurring under two conditions. First, it occurs when an organizational reached the goals it was trying to achieve. In that case, there is a match between the proposed actions and the outcome. Second, learning occurs when we identify the mismatch between intentions and outcome and correct it. In this case a mismatch is turned into a match.

All in all, single- and double-loop learning are required by all organizations. It is said that organizations should try to decompose double-loop issues into single-loop issues because single-loop issues are easier to manage. That is because single-loop learning is appropriate for the routine, repetitive issues that help us to do our every day job, while double-loop learning is more relevant for the complex issues.