Triple Loop Learning

The concept of triple loop learning does not have a single clear originator but rather evolved from earlier ideas about single-loop and double-loop learning introduced by Chris Argyris and Donald Schön in the 1970s.

• Single loop learning focuses on improving efficiency within existing frameworks, asking "Are we doing things right?" It leads to minor adjustments in actions or procedures and involves simple error correction. Single loop learning can occur relatively quickly, improves efficiency within the current system, and requires objectivity and clear communication.
• Double loop learning questions underlying assumptions and strategies, asking "Are we doing the right things?"  Double loop learning may result in changes to policies, objectives, or strategies and requires examining and altering governing variables.  It can occur relatively quickly, solve larger problems by addressing root causes, and demands critical thinking and problem-solving skills.
• Triple loop learning examines fundamental values, beliefs, and purpose, asking "How do we know what is right?" Triple loop learning can lead to transformative changes in organizational culture, mission, and identity, demands deep reflection on core values, biases, and motivations.  It typically takes longer, as it involves fundamental shifts in thinking and organizational culture.  Triple loop learning can lead to a complete redefinition of an organization's purpose and approach and necessitates deep self-awareness, openness to change, and the ability to challenge fundamental assumptions.

In essence, triple loop learning goes beyond improving existing processes (single loop) or questioning assumptions (double loop) to examine the very foundations of an organization's existence and its impact on the world.