Double Loop Learning in Organizations
Item
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
Date
In publication
Volume
55
Issue
5
Pages
115-125
Resource type
Research/Scholarly Media
Resource status/form
Published Text
Scholarship genre
Synthesis/Overview
Other
Open access/full-text available
Yes
Peer reviewed
No
ISSN
0017-8012
Citation
Argyris, C. (1977, September 1). Double Loop Learning in Organizations. Harvard Business Review, 55(5), 115–125.
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