Revitalizing Double-Loop Learning: From Conceptual Foundations to Organizational Transformation

Abstract: Double-loop learning (DLL), introduced by Argyris and Schön in 1974, represents one of the most influential yet underutilized frameworks in organizational learning theory. Despite widespread citation, DLL has left a surprisingly superficial impact on management practice and scholarship. This article examines why this conceptual-practical gap persists and proposes pathways for revitalization. Through synthesis of empirical research and theoretical developments, we identify three critical challenges: definitional ambiguity leading to inconsistent conceptualization, methodological limitations in measurement approaches, and contextual barriers to implementation. We argue that DLL's limited impact stems from two interrelated features—its conceptual complexity and implementation difficulty—which have spawned misconceptions that distance current practice from the framework's original intent. By clarifying DLL's dual cognitive-behavioral nature, establishing rigorous measurement criteria grounded in observable data, and integrating contextual factors (task, social, physical) into intervention design, organizations can unlock DLL's transformative potential for systematic problem-solving and sustainable innovation. This revitalization offers actionable insights for practitioners seeking to move beyond surface-level fixes toward fundamental organizational transformation.

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