Circular organizing and triple loop learning

A.G.L. Romme, A. Witteloostuijn, van

Research output: Contribution to journalArticleAcademicpeer-review

110 Citations (Scopus)
2 Downloads (Pure)

Abstract

The organizational learning literature distinguishes different levels of learning (zero learning and single, double and triple loop learning) in order to understand the complexity and dynamics of changes in policies, objectives, mental maps, and structures and strategies for learning. This article explores the case of an emerging new organizational design, the circular organization, in order to understand the role of triple loop learning. The circular model was developed on the basis of ideas about the relationship between organizational structure and behavior taken from theories of dynamic systems. Circular design precepts appear to provide a structural facilitation of single and double loop learning. In this respect, the circular design tends to act as a facilitating infrastructure for triple loop learning, that is, exploring the structural opportunities and key competences people need to participate in making well-informed choices about policies, objectives and other issues.
Original languageEnglish
Pages (from-to)439-453
Number of pages15
JournalJournal of Organizational Change Management
Volume12
Issue number5
DOIs
Publication statusPublished - 1999
Externally publishedYes

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