Leadership and Management Programmes

As with the induction, it is important for you to complete this pre-work to prepare in advance of the first Module:

• 2-minute read on: The work of Keith Grint OR critical, tame and wicked...and so much more, by John Atkinson (undated), Heart of the Art, Leadership, Change and Living Systems, which introduces us to “wicked problems that are about leadership”, and for which this adaptive leadership programme has been designed.
• Read Good Communication that Blocks Organisational Learning, Chris Arygris (Harvard Business Review. Jul/Aug1994, Vol. 72 Issue 4, p77. 9p. 5 Color Photographs). Please note that an Open Athens password is required to access this article, or it can be accessed by entering the title and author on your browser. 
• Read Connecting to Source : The U Process by Zaid Hassan, (2006) which provides the writer’s perspective on the U process, and some examples of how he has applied it to his own thinking and work in practice.

Your group facilitators will spend time during Module 1 on Adaptive Learning, before you start working in your Sets for the first time. To refresh on what is involved, please download and read the U Theory Process  and watch again the Adaptive Learning Set vimeo and the Introduction to Theory U (9:39 mins) from Otto Sharmer (2023).  When you access the link to the vimeo, 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.  For the Otto Sharmer film, scroll underneath to see the ‘more’ button, click on this, and scroll down to access the Transcript button. To see it on the full screen, hover over the film, and a square icon will appear in the bottom right-hand corner. Click on this to view the film on the 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:

• Watch How to use double loop learning again (2.41 mins) (source - pfc Social Impact Advisers) – note, this content relates to eye injuries in the Iraqi war
• Read these inspiring quotes from the authors:

‘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)       

• If you are interested in triple loop learning, may wish to consider these Quality Improvement Tools.

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).

And you can read Action Science - the research approach used by Chris Argyris, the purpose of which is ‘increasing professional effectiveness by helping individuals in small groups to shift from using Model I to Model II in resolving difficult problems…It aims to help individuals, groups, and organizations to develop a readiness and ability to change to meet the needs of an often changing environment.’ 

To discover more about 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, review these https://www.u-school.org/resources. 

To discover more:

• Watch the first 7 minutes and 25 seconds from Module 1 again, as Otto Scharmer explains the six principles of Theory-U - YouTube (total duration10 mins)
• Read the EPALE interview: Otto Scharmer - To change a system you have to have the courage to step into the unknown | EPALE (europa.eu), from which the quote was taken in the Induction pre-work
• Explore Theory U on the https://www.presencing.org/theoryu website
• Purchase the book Presence: Exploring Profound Change in People, Organizations and Society (2005) by Peter Senge, C Otto Scharmer, Joseph Jaworskii & Betty-Sue Flowers. Chapter 5 ("The Wedding"), which builds on some of the concepts we have explored around application of the "U process", may be of particular interest. 

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