Cybernetics" comes from a Greek word meaning "the art of steering".

Cybernetics is about having a goal and taking action to achieve that goal. Knowing whether you have reached your goal (or at least are getting closer to it) requires "feedback", a concept that comes from cybernetics. Cybernetics [1] is the study of control and communication in the animal and the machine.

Levels of Learning
Context Assumptions Actions Results

Single-Loop Learning Are we doing things right? Double-Loop Learning Are we doing the right things? Triple-Loop Learning How do we decide what is right?

Single-Loop Learning Single-loop learning assumes that problems and their solutions are close to each other in time and space (thought they often aren't). In this form of learning, we are primarily considering our actions. Small changes are made to specific practices or behaviors, based on what has or has not worked in the past. This involves doing things better without necessarily examining or challenging our underlying beliefs and assumptions. The goal is improvements and fixes that often take the form of procedures or rules. Single-loop learning leads to making minor fixes or adjustments, like using a thermostat to regulate temperature. Are we doing things right? Here's what to doprocedures or rules. Double-Loop Learning Double-loop learning leads to insights about why a solution works. In this form of learning, we are considering our actions in the framework of our operating assumptions. This is the level of process analysis where people become observers of themselves, asking, What is going on here? What are the patterns? We need this insight to understand the pattern. We change the way we make decisions and deepen understanding of our assumptions. Double-loop learning works with major fixes or changes, like redesigning an organizational function or structure. Are we doing the right things? Here's why this worksinsights and patterns.

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Triple-Loop Learning Triple-loop learning involves principles. The learning goes beyond insight and patterns to context. The result creates a shift in understanding our context or point of view. We produce new commitments and ways of learning. This form of learning challenges us to understand how problems and solutions are related, even when separated widely by time and space. It also challenges us to understand how our previous actions created the conditions that led to our current problems. The relationship between organizational structure and behavior is fundamentally changed because the organization learns how to learn. The results of this learning includes enhancing ways to comprehend and change our purpose, developing better understanding of how to respond to our environment, and deepening our comprehension of why we chose to do things we do. How do we decide what is right? Here's why we want to be doing thisprinciples. Types of ComplexityWhy Double and Triple-Loop Learning Are Needed When there are low levels of complexity, single-loop learning often will be enough to stay on track. Simple problems can be solved using processes that: focus on the parts of a problem in isolation, rely heavily on what has worked in the past or elsewhere (best practices), and are open to solutions proposed by leaders or experts. When the levels of complexity in our work and the issues we are working with are high, it becomes more critical for us to be able to also use double- and triple-loop learning to: succeed in new contexts, make learning an integral activity, and ultimately to achieve results. As we focus on lasting change in the community, we are dealing with increasingly high levels of three types of complexity where success only comes through using processes that: focus on working with all the parts as a single system, accept that solutions emerge as situations unfold, and involve the concerned people in developing the solutions. Type Of Complexity Dynamic Focus is on various parts or the whole system? Low Cause and effect are close together in space and time. Solutions can be found by testing and fixing one part at a time. High Cause and effect are far apart in space and time. Solution can be found only when situation is understood systemically, taking account of the interrelationships among the parts and the functioning of the system as whole. Future is unfamiliar and unpredictable. Solutions cannot be calculated in advance based on what has worked in the past. Emergent solutions have to worked out as situations unfold. People involved look at things

Generative Solutions are planned or emergent?

Future is familiar and predictable. Solutions from the past or other places can be repeated or replicated.

Social

People involved have common

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Solutions come from leaders or from participants?

assumptions, values, rationales and objectives. A leader or expert can propose a solution with which everyone agrees.

very differently. Solutions cannot be given by authorities; the people involved must participate in creating and implementing solutions.

Adapted from Adam Kahane: Solving Tough Problems, San Francisco: Berrett-Koehler, 2004.

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