TY - JOUR
T1 - Action learning, fragmentation, and the interaction of single-, double-, and triple-loop change
T2 - A case of gay and lesbian workplace advocacy
AU - Foldy, Erica Gabrielle
AU - Creed, W. E Douglas
PY - 1999
Y1 - 1999
N2 - The action-learning framework is traditionally used to summarize complex change efforts as one of three methods: single-, double-, or triple-loop. Although this summary is quite useful for some kinds of organizational analysis, it can oversimplify and thus ignore the fragmented, contradictory nature of change. This summary also implies that actionlearning methods are autonomous or even mutually exclusive: The characterization of a change effort as double-loop suggests that single- and triple-loop change did not happen. We propose an elaborated action-learning framework that decomposes action-learning method into three components: argument, practice, and outcome. This approach enables action-learning theory to illuminate the multiple facets of change and to analyze the interaction of the three methods in significant change processes. We apply this new framework to a case of gay and lesbian workplace advocacy and illustrate how different action-learning methods are woven together to create change.
AB - The action-learning framework is traditionally used to summarize complex change efforts as one of three methods: single-, double-, or triple-loop. Although this summary is quite useful for some kinds of organizational analysis, it can oversimplify and thus ignore the fragmented, contradictory nature of change. This summary also implies that actionlearning methods are autonomous or even mutually exclusive: The characterization of a change effort as double-loop suggests that single- and triple-loop change did not happen. We propose an elaborated action-learning framework that decomposes action-learning method into three components: argument, practice, and outcome. This approach enables action-learning theory to illuminate the multiple facets of change and to analyze the interaction of the three methods in significant change processes. We apply this new framework to a case of gay and lesbian workplace advocacy and illustrate how different action-learning methods are woven together to create change.
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U2 - 10.1177/0021886399352005
DO - 10.1177/0021886399352005
M3 - Article
AN - SCOPUS:0013354998
SN - 0021-8863
VL - 35
SP - 207
EP - 227
JO - Journal of Applied Behavioral Science
JF - Journal of Applied Behavioral Science
IS - 2
ER -