Software Engineering, Project Management, and Effectiveness
All paths lead to the same town.
I love it when dots finally connect, or when we have a name, or label, or vocabulary to express a concept that’s been around for a while, that people intuitively know from experience. It makes it easier to share with others that don’t. Here’s a bit of interesting research that might explain why agile practices can have a profound impact on creating powerful, highly effective learning organizations, and high-caliber execution machines.
In the article, Chris Argyris: Theories of Action, Double-Loop Learning and Organizational Learning, by infed, we learn about theories-in-action vs. espoused theory, and double-loop learning vs. single-loop learning.
Single-Loop Learning vs. Double-Loop Learning If learning involves the detection and correction of error, then Single-Loop learning is about finding and fixing problems within a set of governing variables. It simply looks to operationalize the values, goals, and plans. That’s not a game changer. Double-Loop Learning, on the other hands, looks to question the governing variables themselves. Here is an elaboration from the article:
Theories in Use vs. Espoused Theory Theories-in-use are what you actually use and do in practice. On the other hand, espoused theory is what you say you do, which may be completely different. Here is an elaboration:
Model I and Model II – Theories-in-Use Theories-in-Use can either enhance or inhibit double-loop learning. Model I inhibits. Model II enhances. Here’s a summary:
Model I – Theories-in-Use
The governing Values of Model I are:
Primary Strategies are:
Usually operationalized by:
The governing values of Model II include:
Consequences should include:
What’s interesting in the article is that most people "say” they use Model II, but that’s simply “espoused theory”.