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March 20, 2005
Argyris(1977)
Chris Argyris. "Double loop learning in oganizations". Harvard Business Review, September-October, pp.115-125, 1977.
HBRはトップマネジメントとかマネージャをメインの読者層として想定しているので，言葉や表現が簡単でありがたい．
double loop learningについての紹介をしている．
まずsingle loop learningとdouble loop learningの定義から説明し，Model IとModel IIについて説明．
Model Iからdouble loop learningが行われるModel IIに変わるにはどうすればいいかについて書いている．
気になったところをメモ．
まず，組織学習の定義．
組織学習はエラーを発見したり，修正するプロセスと定義している．
比較的特徴的な定義なようなきがするので，他のArgyrisの文献でもこういうニュアンスだったか，調べてみたい．
# でも多分に制御理論のほうからインスパイアされているひとなので，不思議ではないのだけど
つぎにsingle loop learningとdouble loop learningをサーモスタットの例をとりながら定義づけ．
決められた温度を達成するための最適化のプロセスがsingle loop learningで，その温度設定自体が適当かどうかを検討するプロセスをも内包するのがdouble loop learningですよっと．
I should like to use this case to explain a view ofespoused theoryとtheory in useのはなし．
organizational learning. First, however, a few definitions and concepts
are in order. Organizational learning is a process of detecting and
correcting error. Error is for our purposes any feature of knowledge or
knowing that inhabits learning. When the process enables the
organization to carry on its present policies or achieve its
objectives, the process may be called single loop learning. Single loop
learning can be compared with a thermostat that learns when it is too
hot or too cold and then turns the heat on or off. The thermostat is
able to perform this task because it can receive information (the
temperature of the room) and therefore take corrective action. If the
thermostat could question itself about whether it should be set at 68
degrees, it would be capable not only of detecting error but of
questioning the underlying policies and goals as well as its own
program. That is a second and more comprehensive inquiry; hence it
might be called double loop learning. When the plant managers and
marketing people were detecting and attempting to correct error in
order to manufacture Product X, that was single loop learning. When
they began to confront the question whether Product X should be
manufactured, that was double loop learning, because they were now
questioning underlying organization policies and objectives.
pp.116
以下訳．
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明示的に(対外的に)採用している理論はつかわれていないことと，自分が使っている理論について気づいているひとはほとんどいない．
もし自分が採用している説(理論)について気づいていないなら，自分たちに自己修正的でない私的な仮定を設計していることは明らかである．
つまりかれらは自分自身の理論に囚われているのだ．
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espoused theoryとtheory in useは異なることがおおく，theory in useをespoused
theoryとして理解していない時には，その理論の仮定は修正不能であるから，このとき自身のtheory in useに囚われているといえると．
Yet we found that few people are aware that they do not
use the theories they explicitly espouse, and few are aware of those
they do use. If people are unaware of the proposition they use, then it
appears that they design for themselves private assumptions that are
not genuinely self-corrective. Thus they are prisoners of their own
theories.
pp.119
対象読者を意識した言葉でしめると．
It is not easy to create organizations capable of double
loop learning, but it can be done. Even with minimal awareness the
results are encouraging. The chief executive officer and his immediate
subordinates are the key to success, because the best way to generate
double loop learning is for the top to do it.
pp.125
Posted by ysk5 at March 20, 2005 10:48 PM