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This paper compares and contrasts Argyris and Schon's theory of organizational learning and Kirton's theory of cognitive style related to problem solving and creativity. Similarities between the concepts of single-loop learning and adaptive behavior and between double-loop learning and innovative behavior are examined. Differences in rationales for people's intentions for action and their actual behavior are discussed, along with the possible influence of cognitive style on organizational learning. Although there are fundamental distinctions between the two theories, implications for organization development are explored which combine elements of both.
Introduction In the 1970's, Chris Argyris and Donald Schon (1974, 1978) claimed that there had probably not been a time in our history when people were so united on the importance of organizational learning, due to the instability of the economic, political, and technological environments. They believe that organizations learn through individuals acting as agents, and they define organizational learning as the detection and correction of error (Argyris & Schon, 1978). Single-loop learning results in the organization continuing its present policies or achieving its current objectives. Double-loop learning leads to the organization modifying its underlying norms, policies, or objectives. According to Argyris and Schon, organizations should strive to create a learning system where single and double-loop approaches are used when appropriate. Argyris and Schon's work links individual learning to organizational learning and comes from an organization development perspective. Organization development can be defined as "a process of planned system change that attempts to make organizations (viewed as social-technical systems) better able to attain their short-and long-term objectives. This is achieved by teaching the organization members to manage their organization processes, structures, and culture more effectively" (French, Bell, & Zawacki,1994, p. 7).
Michael Kirton (1976) was also analyzing employee behavior and organizational change in the 1970's. He focused on why people produced different solutions to seemingly similar problems and developed a theory of cognitive style related to creativity and problem-solving. His theory purports that individuals have a preferred mode of perceiving and solving problems that can be located on a continuum ranging from adaption (doing things better) to innovation (doing things differently). The Kirton Adaption-Innovation Inventory (KAI) is a 32-item self report instrument developed to assess a person's location on the continuum. Possible scores on...