Sociocracy and Systems of Learning

Research into the notion and practice of organizational learning has identified four distinct systemic levels of learning:

ZERO learning occurs in an organizational setting when fresh imperatives or problems arise, yet members fail to take corrective action.

SINGLE loop learning refers to making simple adaptions and taking corrective actions without changing present policies or objectives. This kind of learning manifests itself as a consolidation process. Changes in the organization’s knowledge and competency base may happen without altering the status quo as far as objectives and mental maps go. Single Loop learning is characterized by the question; Are we doing things right?

DOUBLE loop learning involves reframing, learning to see things in totally new ways. It is achieved if error is detected and corrected in ways that involve the modification of an organization’s underlying norms, policies and objectives. It is a transformative process where the organization collectively solves problems during ongoing dialogues that do not include defensive reasoning or behavior that most organizations experience. Characterized by the question; Are we doing the right things?

TRIPLE loop learning entails members developing new processes or methodologies for arriving at re-framings.

It manifests itself in the form of "collective mindfulness" as members of an organization discover how they and their predecessors have facilitated or inhibited learning, and produce new structures and strategies for learning. All local units of learning are linked together in one overall learning infrastructure which increases the fullness and deepness of learning about the diversity of issues and dilemmas faced. Competencies and skills are further developed that allow for the use of this infrastructure. Characterized by the question; Can we participate in making well-informed choices regarding strategy, objectives, policy?

Sociocracy and its circular design precepts provide a structural facilitation for triple loop learning

Circular organizational structures such as Sociocracy are both examples and outcomes of triple loop learning. In order to affect learning behaviors so that triple loop learning takes place the role of structure needs to be understood.

The *research study that this summary is based on, found that the Sociocratic structure appears to permit any organizational member to correct defensive behavior and it stimulates learning at the individual, group and organization level. This kind of design is different from the classical hierarchical organization, by superimposing a circular structure on the administrative hierarchy. The administrative hierarchy serves the needs of coordination and management of current work processes and the circular structure produces an atmosphere of open and free inquiry in search of new policies, mental maps and innovations.