Triple-Loop Learning in Strategic Innovation

Beyond the Quick Fixes: The Three Levels of Learning Your Company Should Master For any organization to thrive, its ability to learn must keep pace with the changes around it. Ideally, the rate of learning should be equal to or higher than the rate of change in the environment. Companies that learn too slowly will inevitably fall behind. Most companies, however, rely on "single-loop learning*", focusing on fixing immediate problems. Let’s say profitability is declining. The typical response might be to cut costs or adjust pricing. While this solves the problem for now, it doesn’t address the underlying cause, which means the same issues could come back. "Double-loop learning" digs deeper. Instead of just reacting to surface-level problems, this level of learning challenges the assumptions that led to those problems in the first place. For example, in the case of declining profits, a company might question whether the business model still aligns with market trends or whether they’re targeting a suitable customer base. By examining these assumptions, companies can make more strategic, lasting improvements. Then there’s "triple-loop learning*", where organizations reflect on how they approach problem-solving and learning itself. This involves stepping back and asking, “How do we learn, and is our approach helping us or holding us back?” Companies that master this level of learning can adapt more quickly and transform their entire way of thinking—leading to more innovation and resilience. Summary of Learning Types: - Single-loop learning: Solving immediate problems without changing the system (e.g., cutting costs to address declining profitability). - Double-loop learning: Questioning the assumptions behind decisions and actions to improve processes (e.g., reassessing the business model). - Triple-loop learning: Reflecting on how the organization learns and makes decisions, enabling more profound transformation (e.g., fostering a culture of adaptability and learning). How to Implement These in Your Organization: - Single-loop learning: Regularly review performance metrics and act quickly to address immediate issues. Train teams in problem-solving techniques to ensure fast, effective responses.    - Double-loop learning: Host strategy reviews where key assumptions are challenged and processes are questioned. Encourage teams to look for deeper causes and long-term improvements. - Triple-loop learning: Schedule reflection sessions where leaders analyze how the organization approaches learning and decision-making. Invest in leadership development that fosters adaptive thinking and self-awareness across the business. 🗣 Please share examples of learning practices in your company Finding this useful? ♻️ Repost it to your network and follow Andreas Wettstein for more. #engagingleadership

💭 Do you triple-loop? “The fifth discipline” by Peter Senge was my “bible” when I was making my final thesis about learning and transformation. Adding a bit of “loop flavor” to his original idea this is what it is about: ·      Single-Loop Learning → We adjust our actions (“We missed the target, let’s try harder next time”) ·      Double-Loop Learning → We improve by questioning assumptions (“Maybe there’s a smarter way to reach the target”) ·      Triple-Loop Learning → We go further, asking: “Is this even the right target? Does this process align with our values, culture, or strategy?” How do you ensure that you inspire your organisation to engage in more triple-loop learning? Because in the end Triple-loop learners are transformers. They reflect, question values, and reframe culture. They are bold enough to ask the questions others avoid — and that’s what sets them (and their organizations) apart. Do you dare to and know how you enable your organisation to perform more triple loop learning? Are you shutting it down or do you actively promote that way of thinking - allowing you and the organization to take steps towards something less unknown and maybe less comfortable? Think about it next time you engage in processes like performance management or strategy reviews, ask yourself: Am I adjusting, improving, or truly transforming? #Leadership #Transformation #OrganizationalLearning #GrowthMindset

This is day 9 of our theories + tools look at #strategicdoing. Day 9 means rule 9: set a 30/30 meeting to review progress. Huddle. Sprint. Our version of these kinds of check-ins is the “30/30.” We call it that because the purpose of this check-in is to review what you’ve learned over the last 30 days as you completed your action items (Rule 8) and what action items you will take on in the coming 30 days. The 30-day time period is just a rule of thumb. Sometimes these cycles need to be tighter – 15 days, 7days, twice per week. We have some Strategic Doing Practitioners who use the framework in emergency response situations. In the thick of it, they may have hourly check-ins. They can also be longer than every 30 days. A global policy effort we worked on had 90/90s.  Regardless the frequency. The purpose of the 30/30 is the same: learn what’s working (and what’s not), adjust as needed, keep moving forward. A couple of theories inform this rule. One is the “domino effect.” Remember Rule 7: define at least one pathfinder project with guideposts? Think of that pathfinder as your first domino. If a pathfinder is expected to take 90 days to execute, your first few 30/30s are to assure that your “domino” is still well positioned to fall when you want it to. The goal is for that first small domino to have enough mass to topple the next, larger domino. Domino 2 will be your next pathfinder project in the sequence. Each project larger than the last, cascading toward the larger impact you hope to have. The second contributing theory is that of triple-loop learning. Single-loop learning allows you to correct a mistake or problem. Double-loop learning provides space for challenge your own assumptions. Triple-loop learning lets you re-evaluate context. The 30/30, as we’ve designed it, supports all three of these learning loops. In our Strategic Doing Practitioner training the tool we use to put these theories into practice is the 30/30 agenda that guides these check-ins. It is a sophisticated yet simple agenda that can usually be accomplished in 30 minutes. The sophistication lies in a set of yes/no questions that determine the necessary conversational path that needs to take place: 1️⃣ Any questions or mistakes thus far (yes/no?),  2️⃣ Assumptions still holding (yes/no?) (3).  3️⃣ Context changed? (yes/no?) Interested in learning more about rule 9 (and the other rules)? Check out the link below. https://lnkd.in/geR6HFxY References McClory, S., Read, M., & Labib, A. (2017). Conceptualising the lessons-learned process in project management: Towards a triple-loop learning framework. International Journal of Project Management, 35(7), 1322-1335. van Leeuwen, J. M. J. (2013). Domino Magnification. arXiv preprint arXiv:1301.0615.