Are You a Double-Loop Learning Leader?

As leaders, how do we learn from mistakes and utilize that learning toward leading change? When leading toward change in an organization, how do we overcome people’s natural tendency to resist change? Much can be written in response to these questions, but let us consider what Chris Argyris has called double-loop learning, actual versus preferred values, and how these concepts relate to the leader’s task to bring needed change—to lead followers from a present place to a preferred future place.  

Argyris (2002) explains that “Double-loop” learning occurs when errors are corrected by changing the governing values and then the actions.” By contrast, single-loop learning only addresses the correction of errors without consideration of the underlying governing values. Double-loop learning has to do with not only what needs to be done to correct a problem (the first loop of learning), but learning how to correct the root causes or values that created the problem (the second loop of learning) (p. 206).[1] Argyris also makes the distinction between change theories that are merely espoused versus those actually put into use (p. 212). These principles compare with Black and Gregersen’s (2008) discourse on how to best communicate the need for change. They point out that people tend to rely on upon their past “mental maps” and, in the absence of a clear, stark and understandable new mental map for the future, will cling to these old ways of seeing and doing things. This is why people, even leaders themselves, fail to see the reasons that strategies, structures, values, etc. should change (p. 44).[2] Again, without addressing and sharply communicating the need to change the governing values or previous mental maps, the need for change will not be felt nor likely achieved.

Just a couple of interesting nuggets to chew upon and ponder for anyone engaged in leading others.

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[1] Argyris, C. (2002). Double-Loop Learning, Teaching and Research. Academy of management learning and education. Vol. 1, No. 2, 206-218.

[2] Black, S.J. & Gregersen, H.B. (2008). It starts with one (2^nd ed.). Upper Saddle River, NJ: Wharton School Publishing.

A Communication Parable

In the land of Burgartha, faithful disciples of the great teacher Mugwump were gathered to observe the ancient rite of toe-snipping, a rather gruesome ritual involving the amputation of disciples’ little toes. Centuries before, Mugwump himself had written, “If thou wouldst be clean, cast away thy little toes, separate them far from thee.” This rather cryptic communication from the past seemed clear enough; and, while no one was quite sure what little toes had to do with inner cleansing, they believed in Mugwump’s wisdom. If chopping off a digit here or there would make them clean they would suffer the pain.

Two thousand years earlier, according to historical records, the people of Burgartha were plagued with an infestation of tiny flea-like insects. These blood-sucking parasites were so small that the people could not even see what was causing their affliction. It was the great teacher Mugwump who, using a convex shaped glass, discovered and identified three types of tiny siphonapteras: throgs, omits and ekites. A little know fact of history—a fact that would take some investigative research—was that as the people cleansed themselves of throgs, omits and ekites an idiom emerged: “Cleanse yourself of little TOE’s,” meaning wash away the tiny throgs, omits and ekites. It meant, “Take a bath.”

The point of this silly little parable is to point out the importance of precise and unambiguous communication. Hughes, Ginnett and Curphy (2006) define effective communication as the ability to transmit information with a high probability that the intended message will be passed to and understood by the receiver (p. 437).[1] Thus there is a responsibility on both ends of the communication to be sure the intended message is given, received and understood. The Burgathites in the story above would have done well to dig a little deeper to find out the true message initiated and intended by Mugwump. Leaders initiating messages today will do well to take extra measures to be sure the message they want to convey cannot be misconstrued.

Communication at its core is basically cooperation. When someone shouts at you “Look out!” and you jump just in time to avoid being hit by an automobile, you owe your escape from injury to the fundamental cooperative act of communication by means of uttered noises. You did not see the car coming; nevertheless, someone did, and he made certain noises to communicate his alarm to you. Indeed, most of the time when we are listening to the noises people make or looking at marks on paper that stand for such noises, we are drawing upon the experiences of others to make up for what we ourselves have missed (Hayakawa, 1964, pp. 10-11).[2] A wise leader will skillfully learn to utilize communication to the fullest advantage to enhance cooperation toward a shared vision of a preferable future for all concerned parties. At the same time, he or she will also learn to recognize and avoid pitfalls to clear communication, that progress is not hampered by personal or organizational injury. Let us make sure no toes are unnecessarily sacrificed.

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[1] Hughes, R.L., Ginnett, R.C. & Curphy, J.C. (2006). Leadership. Enhancing the lessons of experience. New York: McGraw-Hill/Irwin.

[2] Hayakawa, S.I. (1964). Language in thought and action (2^nd ed.). New York: Harcourt, Brace & World, Inc.

Vision, Mission and Goals

Today I want to discuss three key words every leader should understand and the concepts they represent that every good leader should employ:

-  Vision          (what you see)

-  Mission        (what you do)

-  Goals           (how you get there)

The very word vision has to do with “seeing”— a vision is a picture or visualization. Good leaders are visionary, whether that be in business or in ministry. A key function of organizational leadership is the establishment of a vision for change. Indeed, this is a biblical principle:

“Where there is no vision, the people perish…” (Pr 29:18 KJV).

Vision is important for you as an organizational leader, but it also important for you as an individual apart from your organization. And, as Christian leaders we don’t want to just come up with a vision, we want to discover the vision God has ordained for us. Therefore, vision is that which God has shown us—that which we see. We want to see the picture or visualization of what we are meant to attain. As such, God’s vision sets our course. 

Just as God’s vision shows us what we are to be, God’s mission shows us what we are to do.  Mission is how we achieve vision.  Mission, therefore, encompasses each step toward fulfilling His vision. Mission helps to keep us from wasting precious energy doing things that are not in accordance with the mission God has given us.

The means, then, by which we may monitor our progress toward God’s directives to us is as we verbalize and meet specific goals. Goals will be progressive.  As certain goals are met new goals may be verbalized as we continually move toward God’s vision and calling for us.

Illustration: Leadership vs Management

Long ago there lived a couple of mountain sheep herders named Mo and Jethro. From all appearances, Mo was not what you would call a particularly charismatic fellow. He was actually quite shy and unsure of himself. However, Mo was able to envision a better future for some of his kinfolk living in poor conditions down in the valley. He was so convinced of the vision that he was able to persuade them to leave the valley and follow him into the desert in the hopes of finding a new and better place to live. Suddenly Mo had about two million followers. Mo indeed became a great leader. 

Mo’s father-in-law Jethro was his partner in the sheep business and the brains behind the operation. However, Jethro did not share Mo’s vision and did not accompany him into the valley, but visited their camp in the desert later. He observed how Mo was having a hard time managing all the responsibilities of leadership and was headed for burn out from working overtime day in and day out. Jethro gave Mo some good organizational advice:   

Jethro saw how Mo sat before the people from morning until evening everyday deciding between their complaints with one another and he asked Mo, “What is this you are doing every day without rest?”

Mo replied, “I am leading these people to a better life and, as their leader, when the people have a difficulty they come to me to decide between them and to instruct them as to what to do.”

“But the people are so many and this thing you are doing will surely wear you and the people out,” Jethro said. “This task is too much for you to do alone. Let me give you some advice. Find other able and knowledgeable men and women to help you lead the people and put them over groups of thousands, and hundreds and fifties and tens. Let them decide the small matters and only bring the big matters for you to decide. In this way you will be able to endure and all your followers will be better off as well.”

Mo followed Jethro’s advice and eventually helped the people realize the vision.[1]

Some of you reading this blog entry will recognize the above story as an adaption of the Biblical story of Moses and Jethro found in the book of Exodus (see Ex 18 in particular).

It has been observed by numerous leaders in the field of leadership studies that leadership involves the factors of and relationship between the leader, the followers, and the situation. The biblical story of Exodus certainly contains all of these elements.  Furthermore, the account of Moses and Jethro illustrates some of the distinctions between leadership and management. Moses may be called a leader and Jethro a manager. How are a leader and a manager different?  How are they alike? 

One of the obvious distinctions between Moses and Jethro is the matter of vision. When Moses turned aside to see the phenomenon of a bush that burned with fire but was not consumed, he was given a vision from God (Ex. 3:1-22). Whether one believes vision comes from God or not, leaders are visionary people; they have the ability to see a preferable future and lead others toward it.

  

Jethro had great organizational skills. He didn’t have the vision of Moses, but he was able to help facilitate the goals toward the dream by lending some order to the workload and encouraging teamwork. While leaders inspire followers toward the vision of a preferable future, the general the purpose of management is to provide order and consistency to organizations. Jethro certainly fulfilled that role for Moses.

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[1] Story adapted from the Biblical book of Exodus, particularly chapter 18.