“in general, organizations locked into the machine metaphor show an emergent behaviour that can be described as single-loop learning. An analogy is that of a thermostat that scans and monitors its environment for changes in temperature. As the ambient temperature lowers, then the thermostat fires the boiler to increase heat. Once a required level of heat is achieved, the thermostat shuts down the boiler”
“Just as the thermostat is incapable of insightful learning, so is the organization. Budgets are a manifestation of such single-loop learning; here, expenditure, sales and profits are monitored to ensure that the organization’s activities follow a narrow path and are contained within predetermined parameters.”
“By contrast, with double-loop learning the control system is intelligent and is able to question whether or not operating norms are appropriate. This happens in the ‘brain’-type organization. Budgets are changed to allow for unexpected opportunities … With double-loop learning, operating procedures are changed in response to emerging situations.”
Este texto, extraído do livro “The Six Sense” encaixa perfeitamente com estas duas figuras retiradas dos livros de Kaplan e Norton.
O ciclo de aprendizagem estratégica permite-nos abandonar a navegação por piloto automático, permite-nos abandonar o “business as usual” e questionar os pressupostos mantidos até então.
Que livro... acabei a sua leitura hoje, numa viagem de Alfa pendular... e a sensação é... tenho de o voltar a ler outra vez, tem tanto sumo... UAUUUUUUU!