are necessary in all organizations. The first is single-loop learning: Learning
that corrects errors by changing routine behavior. It is incremental and
Adaptive. The second is double-loop learning: Learning that corrects errors
by examining the underlying values and policies of the organization.
-
-
-------------------- 2545 - EDUCATION - Double-Loop Learning
-
- Two types of learning are necessary in all organizations.
The first is single-loop learning: Learning that corrects
errors by changing routine behavior. It is incremental and
adaptive, something like a thermostat that is set to turn on the
heat if the room temperature drops below 68 degrees.
-
The second is double-loop learning: Learning that corrects errors
by examining the underlying values and policies of the
organization. Picture, if you will, an "intelligent" thermostat
that can evaluate whether or not 68 degrees is the right
temperature for optimum efficiency
-
- Success in today's marketplace increasingly depends on learning.
-
- Organizational learning = the organization that learns the fastest wins.
-
- Most people define learning too narrowly--as problem solving.
This tends to identify and correct errors in our "external environment".
-
- People need to reflect critically on their own behavior to
identify the ways they inadvertently contribute to organization's problems.
-
- “Changing behavior” is learning.
-
- The propensity among professionals is to behave DEFENSIVELY.
--------------------- This prevents learning.
-
- Management thinks the problem is motivational, attitudes or
commitments. Solve these and learning follows.
-
-------------------- It's not true.
-
- DEFENSIVE REASONING can block learning even when the
Individual commitment is high. It's not an attitude problem.
-
------------------- It's not a personality problem.
-
- To succeed in today's market, people at all levels must combine
their specialized skills with an ability to work effectively in
teams. They must FORM PRODUCTIVE RELATIONSHIPS.
-
- Said differently, the job of management increasingly consists of
guiding and integrating autonomous, but interconnected work of
highly skilled people.
-
- Professionals--enthusiastic about continuous improvement--are
often the biggest obstacles to its success.
-
- We must acknowledge our own mistakes. We must cultivate an open
dialogue or we will not learn.
-
- Professionals have a human tendency to design their actions
around four basic values:
-
------------------ (1) remain in unilateral control
-
------------------ ( 2) maximize "winning"
-
------------------ (3) suppress negative feelings
-
------------------ (4) be as "rational" as possible
-
- DEFENSIVE REASONING encourages individuals to keep private the
promises, inferences, and conclusions that shape their behavior
and to avoid testing them in a truly independent, objective fashion.
-
- Ironically, professionals' very success at education helps
explain the problems they have with learning. They learn to be
"right". They learn to "succeed".
-
- People who rarely experience failure end up not knowing how to
deal with it effectively, or "improving" effectively.
-
- Professionals tend to have "brittle" personalities.
When achievement and aspirations don't match, they tend toward
despondency. Combined with defensive reasoning.
This results in a formidable predisposition against learning.
-
- Professionals tend to hold their managers to a different level of
performance (behavior) then they hold themselves.
Another form of defensiveness.
-
- Professionals value ACTING COMPETENTLY.
-
- Their self-esteem is intimately tied up with behaving
consistently and performing effectively.
-
- Until managers address this learning block, any
CHANGE ACTIVITY is likely to be abysmally slow.
-
- The KEY to an educational experience is to connect
REASONING PRODUCTIVELY to real business problems.
-
- Reasoning productively can be emotional, even painful.
-
- Don't respond to professional criticism in kind--instead
GIVE A CLEAR PRESENTATION OF RELEVANT DATA.
-
- Demonstrate your commitment to continuous improvement by
BEING WILLING TO EXAMINE YOUR OWN ROLE.
-
- Be certain to TEST any evaluation or attributions
AGAINST THE DATA.
-
- Each individual should encourage the others to
QUESTION YOUR REASONING. Insist on it!
-
- QUESTIONING must be seen as a valuable
OPPORTUNITY FOR LEARNING.
-
- Continuous improvement is not just solving problems, but
developing a far deeper understanding of individual roles in an
organization.
-
- Continuous improvement process involves "learning how to learn".
-
- Control, winning, suppressing, rationality, defensiveness isn't it.
-
- December 18, 2019 2545 804
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--- to: ------ jamesdetrick@comcast.net ------ “Jim Detrick” -----------
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--------------------- Wednesday, December 18, 2019 --------------------
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