As someone on the Millennial/Generation X cusp, one of my first memories of a news story was the devastating crash of the Challenger space shuttle. I couldn’t process the severity or the specifics of the event at the time, but looking back, the Challenger explosion represents a heartbreaking example of what can happen when systems fail.
A part of the shuttle known as the O-ring was faulty. People from NASA knew about it well before the disaster, but NASA employees either ignored the problem—writing it off as not that bad—or were ignored when they tried to alert higher-ups about the issue. This is a tragic example of single-loop learning where organizations focus on what they’re doing without reflecting on how or why they’re doing it, and it’s a recipe for disaster.
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Single and Double-Loop Learning
Chris Argyris describes the difference between single and double-loop learning with a metaphor. A thermostat that turns on and off when it senses a pre-set temperature is akin to single-loop learning. The thermostat being able to reflect on whether or not it should be set to that temperature in the first place would be more like double-loop learning.
Imagine the difference if NASA would have encouraged and addressed employees’ questions about how they were doing, what they were doing, and whether or not they should be doing it at all—you’ll start to see how an extra layer of questioning and critical thought can help organizations thrive.
Single Loop Learning
Single-loop learning is when planning leads to action, which leads to reflection on those actions and then back to planning, action, and more reflection. Now, you might think that because reflection is involved, single-loop learning would be an effective organizational model. However, because there isn’t room for critical questions that ask why actions are being taken, problems begin to bubble up.
The Double Bind
When organizations are operating in single-loop learning, they get stuck in what Argyris calls the Double Bind. Because there’s no value placed on questioning why the team is doing something, team members are either punished for speaking up or punished for not speaking up if something goes wrong down the line.
Primary Inhibiting Loop
When an organization is stuck in single-loop learning, the double bind leads to what Argyris calls the primary inhibiting loop. Real learning and growth are inhibited because team members withhold information from each other. This withholding leads to distrust and is difficult to remedy because even if employees attempt to become more forthcoming, lack of trust sours interactions.
Secondary Inhibiting Loop
Because information is being withheld, team members play unconscious games (not the fun kind) to protect each other’s feelings. For example, I might try to distract my colleagues from worrying about a problem in our plan by shifting the focus to another project we’re working on that’s going better.
When you’re stuck in single-loop learning, the organization does whatever it can to continue taking action after action instead of stopping to truly reassess the bigger picture. This leads team members to hide information from each other, which causes distrust and behaviors that try to mask flaws in the organization’s structures and systems.
Double Loop Learning in Organizations
A common misconception is that the opposite of single-loop learning involves focusing primarily on people’s feelings and allowing employees to manage themselves. However, the solution for single-loop learning is not about doing the opposite. It’s about adding an extra later of critical analysis—double-loop learning.
With double-loop learning, questioning why the organization is doing what it’s doing is an organizational value. Instead of moving from planning to action to reflection and back to planning, in double-loop learning, people are encouraged to reflect on why they’re doing what they’re doing. This can help the organization take a step back and reconsider what’s best for all stakeholders instead of being stuck acting and reacting.
Ultimately, double-loop learning gives team members the time, space, and systems to ask tough questions and have them addressed in meaningful ways.
Let’s think back to the Challenger disaster. If NASA had created an organization that uses double-loop learning, employees wouldn’t have felt compelled to stay silent, and the employees who did speak up would have influenced the process enough to reconsider the timeline and develop a solution for the O-ring problem.
Single-loop learning is like a train without brakes. Double-loop learning provides the extra layer of critical thought that allows the organization to stop and pivot when that’s what’s required.
Think back to Argyris’ thermostat metaphor. Instead of just reacting—turning on and off when it detects a certain temperature—double-loop learning invites the thermostat to reconsider why it’s doing what it’s doing and how it might do it better.
How to Shift to Double Loop Learning
So, how can organizations shift from single to double-loop learning?
1. Stakeholders Must Level With Each Other
The first step to shifting from single to double-loop learning is for all stakeholders to sit down and talk openly about their expectations, values, and goals. These sessions should be led by organizational experts to ensure that old single-loop learning habits of distrust, withholding, and game-playing don’t keep people stuck in single-loop learning.
One of the keys to team members leveling with each other is listening. Focus on creating an environment where everyone can speak up without fear of judgment or punishment.
2. Create Benchmarks for Lasting Growth and Change
Old habits die hard, and single-loop learning is no different. If systems, check-ins, benchmarks, and periodic times to reflect and reset aren’t put into place, old habits of withholding and mistrust will likely creep back in. You can guard against this by making it a norm to measure, assess, and improve how new double-loop learning systems are being implemented over time.
3. Reward Risk-Taking and Critical Feedback
Double-loop learning requires squeaky wheels. You have to create a culture that rewards criticism, risk-taking, and reflecting on the system as a whole and the reasons the organization does what it does. Think big picture stuff.
This is about walking the walk. It’s one thing to tell employees to speak up and give their feedback, it’s another thing entirely to have systems in place that make employees feel safe enough to do so.
Kimberly Scott’s Radical Candor comes to mind as one way to start shifting to a more open and critical environment. Radical Candor is a system that incentivizes employees and managers to start speaking up about things they used to sweep under the rug. It’s a roadmap and a way to assess and improve open and reflective feedback between all stakeholders.
Double Loop Learning for Individuals
Double-loop learning isn’t only for organizations. You can also apply Argyris’ ideas to your learning.
Here’s how that might look:
1. Level With Yourself and Seek Accountability
Instead of being stuck in a single-loop learning cycle, break out by adding another layer of critical reflection. Why are you learning what you’re learning? Is it important? Is there another way? Think big picture again.
Become clear on what you want to learn and how you’re currently trying to learn it. Then, open yourself up to others to keep yourself accountable. Leave the door open to completely shift major details about your learning goals.
2. Create Benchmarks and Don’t Put Your Head in the Sand
Just as with organizations, individuals also need to create goals and continuously reflect on whether or not they’re moving toward double-loop learning. Schedule times to meet with the people keeping you accountable for your learning plan. Then, ask yourself whether or not your learning goals still make sense.
Ask big picture questions. Are you in the right environment to learn? Is your learning plan working? Do you need to change course altogether or shift your goals entirely? If it’s double-loop learning, you can’t be afraid to ask questions about why you’re doing what you’re doing and change course when the need arises.
3. Value Risk-Taking and Accept Criticism
You’re also going to need to shift your mindset from simply learning and reflecting to accepting criticism, being critical of yourself as a learner, and taking risks and experiencing discomfort as you ask big questions and make drastic alterations to your learning plan over time.
Instead of concerning yourself with grades and GPAs, double-loop learning would mean you’re allowing yourself time to step back and analyze why you’re learning what you’re learning, if there’s a better way, and even whether or not you should be on that learning trajectory in the first place.
Think back to the thermostat example. Doing homework, handing it in, and then receiving a grade is single-loop learning. Thinking about why you’re doing any of that and making appropriate changes that align with your learning goals shifts you into double-loop learning, and that’s a great way to see the bigger picture and get the best results.
Learning and reflection are two of the most important things when it comes to organizational or personal development. This is why double-loop learning is key if you want yourself or your organization to succeed.
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Featured photo credit: Cherrydeck via unsplash.com
|||^||NPR: Challenger: What Went Wrong|
|||^||Harvard Business Review: Double Loop Learning in Organizations|
|||^||Journal of Advanced Learning: The role of reflection in single and double-loop learning|