The chapters in this book are a series of papers that were originally published in other locations. Discusses the defenses that individuals and organizations put up to resist double-loop learning. As we shall see, if Y could answer these questions in the manner considered appropriate by the framers, he might not have acted toward X as he did. As we have seen, it is not just for individuals to define certain actions as incompetence and unjust, and then act as if the incompetence and injustice do not occur when they behave in the same way. Double-loop learning must also deal with undiscussability, the undiscussability of the undiscussable, and the puzzling fact that most individuals are unaware of their causal contribution to these organizational features, yet are aware of the causal contributions of others.
Tension can be both productive and unproductive for an organization.
Thus the executive of the future will have to learn how to define internal environments that challenge people, stretch their aspirations realistically, and help them face interpersonal reality. It is less threatening to talk about a case rather than one's own organization. Leaders often implement lessons learned in case discussions. Bypass embarrassment or threat whenever possible. Act as if you are not bypassing them.