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Organizational learning is an area of knowledge within organizational theory that studies models and theories about the way an organization learns and adapts.   In the job world, there are many ways that an organization learns and adapts.   Organizations can learn from the managers as well as the employees.
How do organizations learn?   Where Chris Argyris and Donald Schon were the first to propose models that facilitate organizational learning, the following literatures have followed in the tradition of their work.   Chris Argyris and Donald Schon (1978) distinguish between single-loop and double-loop learning, related to Gregory Bateson's concepts of first and second order learning. In single-loop learning, individuals, groups, or organizations modify their actions according to the difference between expected and obtained outcomes. In double-loop learning, the entities (individuals, groups or organization) question the values, assumptions and policies that led to the actions in the first place; if they are able to view and modify those, then second-order or double-loop learning has taken place. Double loop learning is the learning about single-loop learning.   Learning involves the detection and correction of error. Where something goes wrong, it is suggested, an initial port of call for many people is to look for another strategy that will address and work within the governing variables. In other words, given or chosen goals, values, plans and rules are operationalized rather than questioned. According to Argyris and Schön (1974), this is single-loop learning.   Single and double loop are very different.   Single loop learning seems to be in existence when goals and values are not taken seriously.   Double loop in contrast, involves questioning the role of the actual goals and strategies.
Recent studies of workplace practices show that the ways people work usually differ from the ways organizations describe that work in manuals, training programs. Organizational...