University Senate Bylaws & Governing Concepts Committee

Report on Teaching & Learning: Lee Gillis

November 9, 2005 

 

Dimension of Capacity Building

Argyris and Schön (1974) initially looked to three elements of theory-in-use:

 

1.       Governing variables: those dimensions that people are trying to keep within acceptable limits. Any action is likely to impact upon a number of such variables – thus any situation can trigger a trade-off among governing variables.

2.       Action strategies: the moves and plans used by people to keep their governing values within the acceptable range.

3.       Consequences: what happens as a result of an action. These can be both intended - those actor believe will result - and unintended. In addition those consequences can be for the self, and/or for others. (Anderson 1997)[1]

 

What Works?/ What Does Not Work?

Chris Argyris’ intervention research has been to explore how organizations may increase their capacity for double-loop learning. He argues that double-loop learning is necessary if practitioners and organizations are to make informed decisions in rapidly changing and often uncertain contexts

Model I (single loop) theory-in-use characteristics (Does not work/is typical of skilled professionals)

Model II (double loop) characteristics (Higher likelihood of working)

 

Governing Values of Model I are:

  • Achieve the purpose as the actor defines it
  • Win, do not lose
  • Suppress negative feelings

o                    Emphasize rationality

Primary Strategies are:

  • Control environment and task unilaterally
  • Protect self and others unilaterally

Operationalized by:

  • Unillustrated attributions and evaluations e.g.. "You seem unmotivated"
  • Advocating courses of action which discourage inquiry e.g.. "Lets not talk about the past, that's over."
  • Treating ones' own views as obviously correct
  • Making covert attributions and evaluations
  • Face-saving moves such as leaving potentially embarrassing facts unstated

Consequences include:

  • Defensive relationships
  • Low freedom of choice
  • Reduced production of valid information
  • Little public testing of ideas

Governing values Model II include:

  • Valid information
  • Free and informed choice

o                    Internal commitment

Strategies include:

  • Sharing control
  • Participation in design and implementation of action

Operationalized by:

  • Attribution and evaluation illustrated with relatively direct observable data
  • Surfacing conflicting view
  • Encouraging public testing of evaluations

Consequences should include:

  • Minimally defensive relationships
  • High freedom of choice
  • Increased likelihood of double-loop learning

“Be distrustful of bipolar models like Model I and Model II. They tend to set up an ‘either-or’ orientation. They are useful as teaching or sensitizing devices, alerting us to different and important aspects of organizational life, but the area between the models (and beyond them) might well yield interesting alternatives[2]

Implications for US Bylaws

From Lee’s observation:

Outcomes (What’s the point)


 

[1] http://www.infed.org/thinkers/argyris.htm#_Single-loop_and_double-loop

[2] http://www.infed.org/thinkers/argyris.htm#_Single-loop_and_double-loop