Organisational Learning Discussion Paper - Are you looking for one ...

problem unsolved. Restructuring the organisation is a commonly used tactic for giving the
appearance of change whilst often leaving the underlying power structures untouched.
Table 1: The characteristics of single, double and triple loop learning
Involves
Intended
outcomes
Single Loop Learning Double Loop Learning Triple Loop Learning
Apply existing
rules/procedures
Deal with symptoms of
problems
Thinking ‘inside the box’
More efficient ways of working
Improved application of
rules/procedures
Eight Function Model
Question assumptions and
rules/procedures
Examine underlying causes of
problems
Thinking ‘outside the box’
More effective ways of working
New knowledge and insights
Improved rules and procedures
Improved systems and strategies
Examine core values and
identity
Rethink fundamental purpose
and principles
Thinking ‘about the box’
Renewed statement of core
values and purpose
Renewed identity
The Eight Function Model suggests that in order to learn effectively, an NGO must attend to
eight key functions: Gathering Internal Experience; Accessing External Learning;
Communication Systems; Drawing Conclusions; Developing an Organisational Memory;
Integrating Learning into Strategy and Policy; Applying the Learning and Creating a
Supportive Culture. Each of these functions is interconnected to the others. Creating a
supportive culture embraces the other seven because without an organisational culture
supportive of learning, there is unlikely to be commitment to the other functions. Central to
organisational learning is applying the learning. The underlying assumption of this model is
that learning can only be said to occur when it results in action. The aim of the model is to
create ‘learning NGOs’.
Figure 2: The ‘Eight Function’ Model
Praxis Paper 3: Organisational Learning in NGOs by Bruce Britton
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