Double Loop Learning in Organizations

Title: Double Loop Learning in Organizations
Abstract/Description: Why are employees reluctant to report to the top that one of their company’s products is a “loser” and why can’t the vice presidents of another company reveal to their president the spectacular lack of success of one of the company’s divisions? The inability to uncover errors and other unpleasant truths arises from faulty organizational learning, says this author. Such habits and attitudes, which allow a company to hide its problems, lead to rigidity and deterioration. The author describes how this process can be reversed by a method he calls double loop learning.
Author/creator: Argyris, Chris
Date: 1977
In publication: Harvard Business Review
Volume: 55
Issue: 5
Pages: 115-125
Resource type: en Research/Scholarly Media
Resource status/form: en Published Text
Scholarship genre: en Synthesis/Overview; en Other
Keywords: Business communication; Business management; Organizational restructuring
Open access/full-text available: en Yes
Peer reviewed: en No
ISSN: 0017-8012
URL: Official Publisher's Webpage (Harvard Business Review)
Citation: Argyris, C. (1977, September 1). Double Loop Learning in Organizations. Harvard Business Review, 55(5), 115–125.
Cited in: Cross-Sector Research on Continuous Learning and Improvement

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