Levels of Learning
Context Assumptions Actions Results
Single-Loop Learning
Are we doing things right?
Double-Loop Learning
Are we doing the right things?
Triple-Loop Learning
How do we decide what is right?
Single-Loop Learning
Single-loop learning assumes that problems and their solutions are close to each other in time
and space (thought they often aren't). In this form of learning, we are primarily considering our
actions. Small changes are made to specific practices or behaviors, based on what has or has
not worked in the past. This involves doing things better without necessarily examining or
challenging our underlying beliefs and assumptions. The goal is improvements and fixes that
often take the form of procedures or rules. Single-loop learning leads to making minor fixes or
adjustments, like using a thermostat to regulate temperature.
Are we doing things right? Here's what to do—procedures or rules.
Double-Loop Learning
Double-loop learning leads to insights about why a solution works. In this form of learning, we are
considering our actions in the framework of our operating assumptions. This is the level of
process analysis where people become observers of themselves, asking, “What is going on
here? What are the patterns?” We need this insight to understand the pattern. We change the
way we make decisions and deepen understanding of our assumptions. Double-loop learning
works with major fixes or changes, like redesigning an organizational function or structure.
Are we doing the right things? Here's why this works—insights and patterns.
Triple-Loop Learning
Triple-loop learning involves principles. The learning goes beyond insight and patterns to
context. The result creates a shift in understanding our context or point of view. We produce new
commitments and ways of learning. This form of learning challenges us to understand how
problems and solutions are related, even when separated widely by time and space. It also
challenges us to understand how our previous actions created the conditions that led to our
current problems. The relationship between organizational structure and behavior is
fundamentally changed because the organization learns how to learn. The results of this learning
includes enhancing ways to comprehend and change our purpose, developing better
understanding of how to respond to our environment, and deepening our comprehension of why
we chose to do things we do.
How do we decide what is right? Here's why we want to be doing this—principles.
Types of Complexity—Why Double and Triple-Loop Learning Are Needed
When there are low levels of complexity, single-loop learning often will be enough to stay on
track. Simple problems can be solved using processes that:
• focus on the parts of a problem in isolation,
• rely heavily on what has worked in the past or elsewhere (“best practices”), and
• are open to solutions proposed by leaders or experts.
When the levels of complexity in our work and the issues we are working with are high, it
becomes more critical for us to be able to also use double- and triple-loop learning to:
• succeed in new contexts,
• make learning an integral activity, and
• ultimately to achieve results.
As we focus on lasting change in the community, we are dealing with increasingly high levels of
three types of complexity where success only comes through using processes that:
• focus on working with all the parts as a single system,
• accept that solutions emerge as situations unfold, and
• involve the concerned people in developing the solutions.
Type Of Complexity Low High
Dynamic Cause and effect are close Cause and effect are far apart
together in space and time. in space and time.
Focus is on various parts or
the whole system? Solutions can be found by Solution can be found only
testing and fixing one part at a when situation is understood
time. systemically, taking account of
the interrelationships among
the parts and the functioning
of the system as whole.
Generative Future is familiar and Future is unfamiliar and
predictable. unpredictable.
Solutions are planned or
emergent? Solutions from the past or Solutions cannot be calculated
other places can be repeated in advance based on what has
or replicated. worked in the past. Emergent
solutions have to worked out
as situations unfold.
Social People involved have common People involved look at things
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Solutions come from leaders assumptions, values, very differently.
or from participants? rationales and objectives.
Solutions cannot be given by
A leader or expert can authorities; the people
propose a solution with which involved must participate in
everyone agrees. creating and implementing
solutions.
Adapted from Adam Kahane: Solving Tough Problems, San Francisco: Berrett-Koehler, 2004.
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