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Double Loop Learning

Double loop learning (DLL) is an action-oriented theory concerned with helping people and organizations face difficult situations by (a) uncovering serious flaws in the way they learn from their actions and (b) facilitating changes in the underlying values that govern learning in order to reduce defensiveness and produce effective action. DLL has had a significant impact on management theory and practice, because action, learning, and change are fundamental to everything that people and organizations do. This entry contains two main sections. The first section addresses the fundamentals of the broader DLL theory, including the process that produces ineffective actions and interactions among people and how it may be changed to produce DLL. The second section discusses the validity and importance of DLL to management theory and practice.

Fundamentals

DLL theory begins with a straightforward observation: People can assert they have learned something when they can actually do what they claim they have learned. Yet the scholarship of action itself has been taken for granted in management on the assumption that once theory is advanced, implementation will be straightforward. In the early 1970s, Chris Argyris and his late colleague Donald Schön began an ongoing inquiry into the nature of practice itself in search for a theory that governs human and organizational action. DLL emerged from this inquiry, which Argyris has continued to refine in the decades that followed. The theory established that learning and action are intertwined and that both are essential for an effective implementation of management theory.

Action and learning.

Action is fundamental to individual and organizational lives. People act to produce intended consequences, and they typically express their actions in conversations. Invariably, however, actions produce unintended consequences, particularly in difficult situations. Most learning occurs when people detect and correct mismatches or gaps between the intended and unintended consequences of their actions. This simple process, although prevalent, produces learning that is typically flawed because of hidden designs people hold without being mindful of their limiting effects.

The designs beneath.

People act with two types of theories in their minds. The first, called “espoused theory,” helps them proclaim to the world what they ought to be saying, believing, or espousing. The second, called “theory in use,” is more influential because it informs what people actually do, regardless of their external claims. From examining over 10,000 individual and organizational cases, Argyris has found that the theory in use carries the same basic design across different situations, cultures, races, genders, ages, social statuses, and so on, although manifestations may vary. Notice the emerging promise here: By uncovering the principal structure of the theory in use, we can suggest changes to make learning and action more productive.

The overall structure of the hidden design goes as follows. A set of well-entrenched governing values informs the theory in use, which influences the action strategies people use to conduct their lives, and most learning occurs from detecting and correcting the gap between the intended and unintended consequences of these actions.

Components of the theory in use that describe how action is actually implemented are called Model I, which is associated with single loop learning (SLL). Components of the theory in use that prescribe how action should be implemented are called Model II, which promotes DLL. Clients should learn to surface and be aware of their use of Model I and its SLL before they are coached toward implementing Model II and its productive DLL. The broader DLL theory, therefore, is both descriptive and prescriptive.

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