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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