Double-loop learning
Double-loop learning entails the modification of goals or decision-making rules in the light of experience. The first loop uses the goals or decision-making rules, the second loop enables their modification, hence "double-loop". Double-loop learning recognises that the way a problem is defined and solved can be a source of the problem. This type of learning can be useful in organizational learning since it can drive creativity and innovation, going beyond adapting to change to anticipating or being ahead of change. Concept. Double-loop learning is contrasted with "single-loop learning": the repeated  attempt at the same problem, with no variation of method and without ever questioning the goal. Chris Argyris described the distinction between single-loop and double-loop learning using the following analogy: Double-loop learning is used when it is necessary to change the mental model on which a decision depends. Unlike single loops, this model includes a shift in understanding, from simple and static to broader and more dynamic, such as taking into account the changes in the surroundings and the need for expression changes in mental models. It is required if the problem or mismatch that starts the  organizational learning process cannot be addressed by small adjustments because it involves the organization's governing variables. Organizational learning in such cases occurs when the diagnosis and intervention produce changes in the underlying policies, assumptions, and goals. According to Argyris, many organizations resist double-loop learning due to a number of variables such as resistance to change, fear of failure, and overemphasis on control. Historical precursors. "A Behavioral Theory of the Firm" (1963) describes how organizations learn, using (what would now be described as) double-loop learning: