Search results
Results from the WOW.Com Content Network
The organizational deutero-learning concept identified by Argyris and Schon [7] [8] defines when organizations learn how to carry out single-loop and double-loop learning. It has also been described as learning how to learn [9] through a process of collaborative inquiry and reflection (evaluative inquiry).
Behavioral psychology and organizational development: In their 1978 work on organizational learning, Chris Argyris and Donald Schön developed the concepts of single-loop and double-loop learning. [22] Single-loop learning is the process in which a mistake is corrected by using a different strategy or method that is expected to yield a ...
Double-loop learning is used when it is necessary to change the mental model on which a decision depends. Unlike single loops, this model includes a shift in understanding, from simple and static to broader and more dynamic, such as taking into account the changes in the surroundings and the need for expression changes in mental models. [3]
Double-loop learning (see diagram below) is used when it is necessary to change the mental model on which a decision depends. Unlike single loops, this model includes a shift in understanding, from simple and static to broader and more dynamic, such as taking into account the changes in the surroundings and the need for expression changes in ...
Schön believed that people and organizations should be flexible and incorporate their life experiences and lessons learned throughout their life. This is also known as Organizational learning (Fulmer, 1994). [20] Organizational learning is based on two things. The first being single–loop learning and the second being double–loop learning.
Language links are at the top of the page across from the title.
Reflective practice is the ability to reflect on one's actions so as to take a critical stance or attitude towards one's own practice and that of one's peers, engaging in a process of continuous adaptation and learning.
The causal loop diagram below shows escalation archetype as a single reinforcing loop. It can be read simply as that more action done by X creates bigger results of action done by X. The bigger results of X, the bigger difference between X and Y results. The bigger difference means more action by Y and more action by Y leads to bigger result of Y.