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Learning for building capacity may involve double-loop learning where errors are detected and corrected with their underlying causes (Argyris, 1976).
Providing an atmosphere of trust promotes double-loop learning and openness to share experiences.
For instance, if an agency seeks to create an environment where innovation flourishes or to become a learning organization, it may strive to have personnel start questioning basic, underlying assumptions and implement double-loop learning, which involves first asking why the agency follows current practices and then establishes goals and strategies that produce results.
Public managers are usually in a single-loop learning mode and consider PEM a management tool to enhance efficiency; they are rarely in a double-loop learning mode and consider PEM a learning metaphor to understand and communicate policy choices and outcomes (Moynihan, 2005).
Double-loop learning requires a multiple lens strategy that facilitates "knowledge of several different perspectives and forces the organization to clarify differences in assumptions across frameworks, rather than implicitly assuming a given set.
Thus, our community is a space in which double-loop learning (Argyris, 1982, 1991) takes place.
Double-loop learning must institutionalize systems that "review and challenge basic norms, policies, and operating procedures in relation to changes occurring in the environment" (Morgan 1986:89).
We must look strongly at both single and double-loop learning.