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A presentation in which I give a brief overview of
followed by the practical application of Model II learning to the
Model I
vs
Model II
Taken from Chris Argyris: theories of action, double loop learning and organisational learning
Achieve the purpose as defined
Win, do not lose
Suppress negative feelings
Emphasize rationally
Control environment and task unilaterally
Protect self and others unilaterally
"You seem unmotivated"
"Let's not talk about the past, that's over"
Treating own views and obviously correct
Covert attributions and evaluations
Hiding embarrassing facts
Defensive relationships
Low freedom of choice
Little public testing of ideas
Inhibits double-loop learning
Valid information
Free and informed choice
Internal commitment
Sharing control
Participation in design and implemetnation of action
Attribution and evaluation illustrated with relatively directly observable data
Surfacing conflicting views
Encouraging public testing of evaluations
Minimally defensive relationships
High freedom of choice
Increased likelihood of double-loop learning
Transparency
Curiousity
Informed Choice
Accountability
Compassion
Transparency
Curiousity
Informed Choice
Accountability
Compassion
Transparency
Curiousity
Informed Choice
Accountability
Compassion
Transparency
Curiousity
Informed Choice
Accountability
Compassion
Transparency
Curiousity
Informed Choice
Accountability
Compassion
Transparency
Curiousity
Informed Choice
Accountability
Compassion
I have some information; so do other people
I have some information; so do other people
Each of us may see things that others don't
I have some information; so do other people
Each of us may see things that others don't
I may be contibuting to the problem
I have some information; so do other people
Each of us may see things that others don't
I may be contibuting to the problem
Differences may be opportunities for learning
I have some information; so do other people
Each of us may see things that others don't
I may be contibuting to the problem
Differences may be opportunities for learning
People may disagree with me and have pure motives
Taken from Roger Schwartz: Eight Behaviours for Smarter Teams
State views and ask genuine questions
Share all relevant information
Use specific examples and agree on what important words mean
Explain reasoning and intent
Focus on interests, not positions
Test assumptions and inferences
Jointly design next steps
Discuss undiscussable issues
See Ben Mitchell's talk: Using the Mutual Learning Model to achieve Double Loop Learning