Keep Me in the Loop
In the late 1970s, professor and business theorist Chris Argyris proposed that organizations learn in one or two loops, depending on their level of maturity. [Note 1.] His research has stood the test of time. Doing so even in light of all the new organizations, novel approaches to business opportunities and competing theories that have arisen over the last four decades. In this article we’ll discuss how his learning theory can be extended to apply to the individual team members that make up an organization.
How does learning occur in loops?
One of the things that has made Argyris’s work so durable is its core simplicity. In single loop learning, results of an action are evaluated and adjustments are made to the action until the results meet expectations. Argyris compares this to a thermostat, measuring temperature and taking action if required.
In double loop learning, results continue to be evaluated and actions adjusted. However, if it becomes clear that simple tweaks are not delivering positive longer-term results, an additional evaluation is made of the assumptions underlying an action. The objective is to avoid an endless series of minor adjustments when a deeper change may be required. Argyris extends his thermostat analogy in proposing a device that “could question itself about whether it should be set at 68 degrees.” [Note 2.]
How does this apply to individuals?
I believe we can conveniently extend the organizational learning model and apply its simple approach to how we personally learn and improve. The difference lies in when we decide to move from single loop learning to double loop learning.
For organizations, Argyris presents the case that continuing to learn in a single loop is likely a symptom of some other systemic dysfunction that should be rooted out. Perhaps leadership has created an environment in which challenges to norms and policies are discouraged or ignored. Clearly, double loop learning would be more transformative and should be advanced.
The same is not necessarily true for individuals. If we begin with a reasonably self-reflective person, they are capable of deciding what type of change is required. If a minor correction in action is enough to produce the results they desire, then that’s OK. No further investigation required. Or desired.
But, if new actions aren’t hitting the target, it’s time to move to the next loop and begin to question assumptions, beliefs and perspectives. Ask:
- What about my thinking is short circuiting my ability to achieve my goals?
- How true are my assumptions?
- If I’m wrong in my assumptions, what does that mean for my actions?
- What do I need to think and feel to achieve my results?
Chad Hall, President of Coach Approach Ministries and Master Certified Coach, compares this looping process to a stream. You only need to go back upstream far enough to solve the current challenge. Going further will definitely take valuable time and may actually result in moving backward in other areas. But if you feel you’ve hit a wall of trial and error, it’s valuable to know that you have another approach to use.
Example of Single Loop Learning
Let’s say that you’ve determined that your work is not getting the level of visibility required for promotion (Old Results). In single loop learning, you might work with your manager to identify opportunities to manage a part of a project that is deemed important to your leadership (New Action). You would then monitor what occurs. If someone on your leadership team begins to engage with you about the deliverables for the project (New Results), you can be assured of increased visibility.
Example of Double Loop Learning
Staying with the same situation, what might you do if the new assignment doesn’t lead to the visibility you desire (New Results = Old Results)? It’s possible that your leadership is laser-focused on customer outcomes and that your role on the team is not making it into their line of sight. This is where double loop learning is helpful. Challenge your assumptions in order to broaden your context.
For example, if you’ve considered your role to be solely a technician, you might try mirroring the customer-centric approach that leaders are demonstrating and valuing (New Strategy / Context). Consider the customer’s point of view as you go about your work and be prepared to show others how your contribution aligns with organizational objectives (New Action).
Best of luck as you begin to adapt your learning to the new opportunities and challenges you face.
1. Argyris, Chris. https://hbr.org/1977/09/double-loop-learning-in-organizations
2. Argyris op. cit.
Michael Wedman has led teams and organizations in the energy and professional services industries for successful results for over 30 years. He is now applying his experience in support of professionals dedicated to developing their careers.
