Double Loop Learning

BATAAN PENINSULA STATE UNIVESITY

MAIN CAMPUS
Telefax: (6347) 2372350
Website: www.bpsu.ed.ph GRADUATE SCHOOL
Email : [email protected] City of Balanga 2100 Bataan, Philippines

DOUBLE LOOP LEARNING

Student : KARLO D. VILLANUEVA
Program : MASTER OF ARTS IN EDUCATION
Course : EME 011 - Human Resource Development in Education
Time : 7:30 – 11:00 am ( Saturday )
Professor : Dr. PERLA B. ESTRELLA
“All organizations are perfectly designed to get the results they get.”
- Arthur W. Jones
As what the quote is saying, every organizations existing in our world were
flawlessly planned to achieve their expected outcomes. Their underlying philosophies,
principles, policies and norms enable their work force to perform as what they want. Thus,
these types of organization were similarly described as a “factory organization”.
Scrutinizing that idea regarding organization as a “perfectly designed group”, it

opposes to the principle of organizational learning. As what the writer stated about
organizational learning, it is a process of detecting and correcting error. The philosophy of
learning from failures is inconvertible. Error or failures is for our resolves any feature of
knowledge or knowing that inhibits learning. Many organizations do not practice this kind of
principle yet some who can manage it are quite rare. This kind of principle is not due to a lack
of commitment to learning. The reason: Those leaders were discerning about failure in the
wrong way.
Failures and faults are nearly attached in most households, organizations, and cultures.
Every member anticipates at some point that admitting mistakes means taking the blame.
That is why so few organizations have shifted to a culture of psychological safety in which the
rewards of learning from failure can be fully realized, innovations may craft from failures, and
growth within the members of an organization will attain. But not all failures were created
equal. It can be categorized into three categories: preventable, complexity-related, and
intelligent. Hence, these types avoid the practice of “blame game” among members of the
organization and institute an effective strategy or modalities for learning from failures.
Moreover, leaders and managers must establish these practices in order for its
subordinates to effectively learn from their mistakes. These are:
1. Building a learning culture

2. Detecting failure
3. Analyzing failure
4. Promoting an experimentation
MAIN CAMPUS
Telefax: (6347) 2372350
In order for an organization to operationalize effectively and smoothly, building a
culture where every member despite of any positions or rank must establish a group where
they can learn from their own mistakes. Thus, the analogy of double loop learning theory
shall undertake. Generally speaking, double loop learning examines the underlying
assumptions behind the actions and behavior 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.
Next, searching failures that dwells inside the organization might easy for the
leaders if such errors are in chunks, or severely existing. However, in many groups, failures
start just a like a small mole of mushroom and they are hidden as long as it does not affect
the operation inside the organization. Thus, prevention of these kind of failures must start
from the very beginning of its existence before it grows into a disaster.
Third, studying these failures after they have been detected enables the manager to
dug deeper for understanding its root causes. This requires proper discipline on analyzing
its underlying causes-better yet leaders must possess enthusiasm on utilizing various
strategies for the right lessons to be learned and right remedies to be employed. Therefore,
the role of managers is to see that the organization don’t just move after a failure but rather
to delve deeper and discover the wisdom that contained it.
Lastly, for these failures to be fully understood by all the members why it was
existed, leaders must strategically scrutinize through the implementation of research.
Through this, they present failures and its root causes in a presentable way and easy to
understand. Valuable information may be also included and every member may lead on
contributing on how to prevent those failures on happening again.
Savvy managers have a wider understanding on what is happening on his/her

organization. He/she can able to detect failures and identify its intensity. They can able to
find effective remedies and resolve problems in a strategic way. Hence, changing the
perspective of leaders on how to recognize and manage failures will lead to the
development and success of the organization.
References:
Argyris, C. (1999). Organizational Learning. Cambridge: Blackwell.
MAIN CAMPUS
Telefax: (6347) 2372350
Edmonson, A. C. (2011). The Fearless Organization: Creating Psychological Safety in the Workplace for
Learning, Innovation, and Growth.
Smith, M. K. (2013). Chris Argyris: theories of action, double-loop learning and organizational learning’,
the encyclopedia of informal education. (WWW). Retrieved from : http://infed.org/mobi/chris-
argyris-theories-of-action-double-loop-learning-and-organizational-learning/

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BATAAN PENINSULA STATE UNIVESITY

DOUBLE LOOP LEARNING

Scrutinizing that idea regarding organization as a “perfectly designed group”, it

1. Building a learning culture

Savvy managers have a wider understanding on what is happening on his/her

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