Organisational Learning is a strategic process through which an organisation creates, shares and embeds knowledge and practices with the aim of developing or transforming parts of the business. It is driven by the need to enhance competitiveness, adapt to market conditions, build capabilities, share expertise, innovate and prepare for future challenges.
Effective Organisational Learning is not confined to specific teams or functions – it must span all levels of the organisation, from individual employees to senior leadership. At its core, it is about fostering a culture where learning, development and change are embedded in everyday work and valued as critical to long-term success.
A strong learning culture can help organisations to:
- Promote knowledge sharing
- Learn from both success and failure
- Actively use feedback to improve practices
- Drive sustainable growth
- Stay aligned with industry developments
- Build and maintain competitive advantage
Theoretical foundations
The concept of Organisational Learning was introduced by organisational theorists Chris Argyris and Donald Schön in 1978. They identified three levels of learning:
Single-loop learning involves making adjustments within established routines and processes—addressing problems without questioning the underlying assumptions.
Double-loop learning goes deeper, challenging the assumptions and norms that guide decisions. It involves reflection and adaptation in more complex, non-routine problem-solving situations.
Triple-loop learning is the most transformative. It questions the organisation’s overarching direction, exploring not just what and how decisions are made, but why they are made—and how confident we are in those guiding principles.
Sources:
Organizational Learning, 1978, Chris Argyris & Donald A. Schön.
Organizational Learning II, 1995, Chris Argyris & Donald A. Schön.