Leading for the Future module 1
As with the induction, it is important for you to complete this pre-work to prepare in advance of the first Module:
Your group facilitators will spend time during Module 1 explaining more about both the concept and process of Adaptive Learning, before you start working in your Sets for the first time. Please download and read the Adaptive Learning Set Process Guide and bring any questions you have about this. If helpful, you can watch the Adaptive Learning Set vimeo from the Induction to refresh on what is involved. When you access the link, you will see a black panel on the right-hand side, at the bottom of which are white icons. Click on any of these to adjust as required e.g., the second icon on the right is for subtitles, the third is for the transcript. Click on the first icon on the left to make the vimeo full screen.
A note about any book resources - for ease, the links to any books are made to Amazon or World of Books, but the books may also be available through other retailers and local bookshops.
1. Single loop, double loop learning – Chris Argyris and Donald Schön
Single-Loop Learning refers to a process of making incremental changes to correct errors and improve existing practices, often for the short-term. Double-loop learning involves questioning and altering the underlying assumptions, values, and policies that drive decisions. It encourages a deeper reflection on what is learned from mistakes and can lead to long-term transformation and adaptability. To discover more:
‘Most people define learning too narrowly as mere problem solving, so they focus on identifying and correcting errors in the external environment. Solving problems is important, But if learning is to persist managers and employees must also look inward. They need to reflect critically on their own behaviour,’ (Argyris, May-June (1991)'Teaching Smart People How to Learn', Harvard Business Review)
‘Double-loop learning involves a process of reflection on the underlying assumptions and policies that inform actions, enabling deeper learning and change.’ (Argyris, C., & Schön, D. A. (1996). Organizational Learning II: Theory, Method, and Practice. Reading, MA: Addison-Wesley).
‘The process of inquiry in double-loop learning requires a willingness to confront and revise one’s own mental models and the organizational norms that influence decision-making.’ (Schön, D. A. (1983). The Reflective Practitioner: How Professionals Think in Action. New York: Basic Books)
‘Organizations that foster double-loop learning create a culture where questioning the status quo is encouraged, leading to more adaptive and innovative practices.’ (Argyris, May-June (1991) 'Teaching Smart People How to Learn', Harvard Business Review)
2. Model 1 and Model 2 Thinking - Chris Argyris
The quotes below reflect Argyris's insights into the contrasting dynamics of Model I and Model II thinking in organisational contexts.
‘Model I thinking leads to a defensive stance and promotes a culture of fear. Individuals protect themselves by avoiding confrontation and suppressing their own feelings." "Model II encourages openness, collaboration, and mutual learning, creating a space where individuals can express their views and learn from one another.’(Argyris, May-June (1991) 'Teaching Smart People How to Learn', Harvard Business Review)
‘In Model I, people aim to win, avoid losing, and protect their own interests, which ultimately leads to mistrust and less effective organizational outcomes.’ (Argyris, C (1990). Overcoming Organizational Defenses: Facilitating Organizational Learning. Needham Heights, MA: Addison-Wesley)
‘Organizations that adopt Model II thinking foster a culture of inquiry and reflection, leading to more effective problem-solving and innovation’ (Argyris, C., & Schön, D. A. (1996). Organizational Learning II: Theory, Method, and Practice. Reading, MA: Addison-Wesley).
To discover more on this, and how it is connected with single-loop, double-loop learning, read: An Interview with Chris Argyris https://www.strategy-business.com/article/9887, by Joel Kurtzman (1998, Strategy + Business).
3. Theory U
‘Theory U blends systems thinking, innovation, and leading change, with awareness practices. It allows us to update our mental and organizational operating systems for effecting change.’ – Quote from https://www.presencing.org/theoryu
To consider the potential applications of the “U process” further, read this article by Zaid Hassan, Connecting to Source : The U Process (2006), which provides the writer’s perspective and some examples of how he has applied it to his own thinking and work in practice. Also, review these https://www.u-school.org/resources.
To discover more: