Single and Double Loop Learning

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An additional benefit of double-loop learning is towards resilience in firms. Hamel (2003) argued for the need for organisational resilience in firms’ ability to dynamically reinvent business models and strategies as circumstances change. By employing double-loop learning in questioning assumptions, firms reduce denial and improve resilience. The topics learnt in different weeks on organisational learning and resilience overlaps emphasising on the interconnected nature of VUCA seminars. It remodels my initial interpretation of neatly separated issues. In reality, nothing is stand-alone adding on to the complexity of the VUCA environment where lines are blurred due to the ripple effect of change with every decision. The thought that every decision I make could have an irreversible impact is daunting yet by applying single and double-loop learning I can rest assure that I would not make the same mistake twice. Self-reflections are then crucial in appreciating and placing more emphasis by asking key questions starting with “Why?”, “What?”, “Which?” and finally “How?”. This appears familiar as part of the 5W1H that was impressed upon us since primary school or the Student Development lessons I had in Junior College where we were made to constantly review our life and submit a journal every week, emphasising the focus of reflections to ground ourselves. We should all actively take the time to pause to effectively apply single or double-loop learning when applicable.

In conclusion, my view of learning is expanded towards the continuous acquisition, sharing and application of knowledge that is crucial to our own personal development and businesses as well. The importance of single and double-loop learning lay out the processes of learning to truly reflect and apply allowing us to further improve ourselves.

References

Argyris C. (1977, September). Double loop learning in organisations. Harvard Business Review. Retrieved from: https://hbr.org/1977/09/double-loop-learning-in-organizations

Hamel G. (2003, September). Quest for Resilience. Harvard Business Review. Retrieved from: https://hbr.org/2003/09/the-quest-for-resilience

Nevis EC, DiBella AJ & Gould JM. (1995). Understanding Organisations as Learning Systems. Sloan Management Review. Retrieved from: http://sloanreview.mit.edu/article/understanding-organizations-as-learning-systems/