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Presentation on Double-Learning

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									Double Loop Learning

         Jaime Sotelo
           Ada Lee
   Elizabeth Njeri Ngamau
       Harpreet Anand
DOUBLE-LOOP LEARNING
Definition   (p. 46, Nonaka, I. & Takauchi, H. (1995)):
 “The questioning and rebuilding of existing
 perspectives, interpretation frameworks,
 or decision premises.”

 Learning “experts” claim that as this can be
 very difficult for organizations to
 implement, a form of artificial intervention
 is required.
Illustration One: Double-loop Learning




•“Model II” of Double-loop Learning, by Chris Argyris, is presented here,
because “it includes the ability to call upon good quality data & make
inferences, & it looks to include views & experiences of participants”.
•“Model II” exists where “governing variables” associated with theories-
in-use enhance Double-loop Learning.
•“Model I” on the other hand, is not presented here because it is said to
inhibit Double-loop Learning.
Illustration Two: Double-loop Learning
   Ref.: Peter Senge - The Fifth Discipline (1990)



      Step 1           Step 2           Step 3



      Step 1a          Step 2a          Step 3a
                  Analysis
 DOUBLE LOOP OCCURS WHEN:
 The underlying values are changed, or
  questioned, and new actions follow.
 It tests the assumptions underlying each task
  or activity.
 You succeed convincing the external
  environment of the benefits of an alternative
  approach.
 You can alter the underlying variables, change
  strategic direction, and potentially lead to
  improved outcomes.
                Analysis
• Test the assumptions underlying the task.

• Convince the external environment of the
  benefits of an alternative approach.

• Alter the underlying variables, change
  strategic direction, and potentially lead
  to different consequences.
   FUN ACTIVITY:

 DO IT YOURSELF
      (DIY)-

A HOUSE OF CARDS
     Activity – House of Cards

Build a house using playing cards
Aim
build the tallest card house
Time Limit
5 minutes
Group Formation
3 per group
   Process – A House of Cards

Remove the cards from the deck.
Lay them flat on a plain, even surface.
Select a few cards, one pair at a time.
Join them together as an “A” frame
 (see photo), two cards at a time.
Repeat the activity any number of
 times, as desired.
What you have to do ………
What you have to do ………
     A House of Cards (cont.)

Lay cards flat over the pairs forming
 “A” frames.
Ensure the “A” frames are fully-covered
 from end to end, with cards laid flat.
Repeat the activity of arranging pairs of
 cards as “A” frames, over the flat
 cards.
Repeat the above any number of times,
 as desired, to raise the levels of cards.
What you have to do ………
What you have to do ………
 Barriers to Double Loop Learning

•Lack    of preparation.
• Lackof opportunity to evaluate/investigate
  steps and situation.
• Lack of authority to implement the change.
• Lack of knowledge.

• Defensive    reaction and/or hostility to
  change.
• Internal   politics.
Feedback



  What have you learned?
                 Summary
Insight:
 Need to continually examine/challenge processes
  followed, and be supported in doing so.
 Sponsorship by top Management is imperative to
  achieve Double-Loop learning, Corporate-wide.
 More effective if this is applied from bottom up.
 Best applied in environments where changes are
  constant.
 External factors reinforce Double-loop Learning
  process.
                   Conclusion
 The capacity for Double-loop Learning does not
  inhibit single-loop Learning, instead, it actually
  helps it.
 Double-loop Learning depends on questioning
  associated with Real-time and Continuous
  Improvement.
 Double-loop Learning promotes a learning &
  development application.
 Double-loop Learning allows continual feedback.

								
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