--- title: How to adapt to complex situations through triple-loop learning description: In an increasingly complex world, leaders must go beyond quick fixes. Triple-loop learning can help leaders reflect deeply and challenge assumptions. image: https://blog.trevor-roberts.com.au/hubfs/Blog%20Images/Delta.jpg --- [![trevor roberts](https://blog.trevor-roberts.com.au/hs-fs/hubfs/raw_assets/public/TrevorRoberts_September2021/images/Trevor-Roberts-RGB_Stacked_Logo_Positive.png?width=225&height=76&name=Trevor-Roberts-RGB_Stacked_Logo_Positive.png "trevor roberts")](https://trevor-roberts.com.au/) [![trevor roberts](https://blog.trevor-roberts.com.au/hs-fs/hubfs/raw_assets/public/TrevorRoberts_September2021/images/Trevor-Roberts-RGB_Stacked_Logo_Negative_On_Navy.png?width=225&height=76&name=Trevor-Roberts-RGB_Stacked_Logo_Negative_On_Navy.png "trevor roberts")](https://trevor-roberts.com.au/) - [Home](https://trevor-roberts.com.au) - [About us](https://trevor-roberts.com.au/about/) - [Our People](https://trevor-roberts.com.au/about/#ourpeople) - [Work with us](https://trevor-roberts.com.au/work-with-us/) - [Global Outplacement Alliance](https://trevor-roberts.com.au/global-outplacement-alliance/) - [Why Trevor-Roberts](https://trevor-roberts.com.au/why-trevor-roberts/) - [Case Studies](https://trevor-roberts.com.au/case-studies/) - [How we help](https://trevor-roberts.com.au/how-we-help/) - [Change Support & Outplacement](https://trevor-roberts.com.au/change-support-outplacement/) - [Career Development](https://trevor-roberts.com.au/career-development/) - [Leadership and Team Development](https://trevor-roberts.com.au/leadership-and-team-development/) - [Research and Insights](https://trevor-roberts.com.au/research-and-insights/) - [Articles](https://blog.trevor-roberts.com.au/) - [Resources](https://trevor-roberts.com.au/resources/) - [Events](https://trevor-roberts.com.au/research-and-insights/events/) - [Speaking and Media](https://trevor-roberts.com.au/speaking-and-media/) [get in touch](https://trevor-roberts.com.au/contact/) [![trevor roberts](https://blog.trevor-roberts.com.au/hs-fs/hubfs/raw_assets/public/TrevorRoberts_September2021/images/Trevor-Roberts-RGB_Stacked_Logo_Positive.png?width=200&height=76&name=Trevor-Roberts-RGB_Stacked_Logo_Positive.png "trevor roberts")](https://trevor-roberts.com.au/) [![trevor roberts](https://blog.trevor-roberts.com.au/hs-fs/hubfs/raw_assets/public/TrevorRoberts_September2021/images/Trevor-Roberts-RGB_Stacked_Logo_Negative_On_Navy.png?width=200&height=76&name=Trevor-Roberts-RGB_Stacked_Logo_Negative_On_Navy.png "trevor roberts")](https://trevor-roberts.com.au/) ![Hamburger](https://blog.trevor-roberts.com.au/hubfs/raw_assets/public/TrevorRoberts_September2021/images/Hamburger.svg) ![Hamburger](https://blog.trevor-roberts.com.au/hubfs/raw_assets/public/TrevorRoberts_September2021/images/Hamburger-blog.png) ![Watermelon](https://blog.trevor-roberts.com.au/hs-fs/hubfs/raw_assets/public/TrevorRoberts_September2021/images/Trevor-Roberts-RGB_Tagline_Positive_Watermelon.png?width=600&height=65&name=Trevor-Roberts-RGB_Tagline_Positive_Watermelon.png) - [About](https://trevor-roberts.com.au/about/) - [How we help](https://trevor-roberts.com.au/how-we-help/) - [Why Trevor-Roberts](https://trevor-roberts.com.au/why-trevor-roberts/) - [Research and Insights](https://trevor-roberts.com.au/research-and-insights/) - [Articles](https://blog.trevor-roberts.com.au/) [get in touch](https://trevor-roberts.com.au/contact/) [mailto:clientservices@trevor-roberts.com.au](mailto:clientservices@trevor-roberts.com.au) Leadership # How to adapt to complex situations through triple-loop learning ![](https://blog.trevor-roberts.com.au/hubfs/raw_assets/public/TrevorRoberts_September2021/images/Trevor-Roberts-RGB_Brand_Graphic_Mono_White.png) ![](https://blog.trevor-roberts.com.au/hubfs/Blog%20Images/Delta.jpg) "We do not learn from experience... we learn from reflecting on experience."  - John Dewey | American philosopher  We tend to respond in a habitual way to situations at work. As information and demands bombard us, we fall into the false trap of believing that expediency of response and volume of output is the measure of success.  Of course, when this happens our decisions may be sub-par and those around us may experience us as hurried, flighty and impersonal. (*See* [*The reflective leader: Advancing leadership through self-insight*](https://blog.trevor-roberts.com.au/the-reflective-leader) *for more on how others experience us.*)  It is useful to have a framework or thinking-device to help us think more deeply on a situation to help us get the best possible outcome. This is where Triple-loop learning can be useful. Built on the foundational work by Chris Argyris and Donald Schön, Triple-loop learning offers a mechanism to more deeply examine the values, mindsets, and beliefs that shape behaviour.  Let’s explore single, double, and triple-loop learning through a practical example that many leadership teams face. Consider that you have just received the results from the annual culture survey and engagement scores are lower than you expected. **Single-loop learning – *are we doing things right?***  Single-loop learning focuses on correcting errors while staying within established rules. The key question that drives this loop is: 'Are we doing things right?'   Considering the low engagement scores, the leaders may focus on immediate actions to improve the numbers—like enhancing communication frequency, increasing team-building activities, or providing clearer recognition. The goal is to fix what went wrong and ensure they don’t repeat the same mistake. While valuable, single-loop learning is primarily focused on improving current processes without questioning the underlying reasons for the issues. As a consequence, improvements tend to be temporary.   **Double-loop learning – *are we doing the right things?***  Double-loop learning involves questioning the assumptions and policies behind the actions. The key question that drives this loop is: 'Are we doing the right things?'   In the case of the disappointing survey results, the leadership team may go beyond surface-level fixes and start questioning the root causes of disengagement. Perhaps they discover that the company’s communication practices, while frequent, lack authenticity, or that employees feel their voices are not truly heard. By examining and changing their approach—for instance, creating avenues for genuine feedback or co-developing solutions with employees—leaders begin to move beyond short-term fixes to address the systemic issues that hinder engagement.  **Triple-loop learning – *how do we know what is right?***  Triple-loop learning takes the reflection even deeper, examining the values and paradigms that shape our actions and thoughts. The key question that drives this loop is: 'How do we know what is right?'   For the leadership team addressing their culture, triple-loop learning may involve examining their beliefs about power dynamics, trust, and employee empowerment. Do they genuinely believe that employees should have a voice in decisions, or do they hold implicit assumptions that leaders must always set the direction? This level of reflection is transformative, as it leads to profound shifts in organisational culture that change the very foundation upon which decisions are made. Instead of merely improving engagement numbers, leaders focus on building a culture that inherently values authenticity, shared power, and collective growth.  Great leaders are reflective in nature. They operate from a place of always wanting to improve their effectiveness and make a bigger impact. They want their work, and those of others, to be meaningful. The three questions of triple-loop learning may help.    1. Are we doing things right?  2. Are we doing the right things?  3. How do we know what’s right?  Try applying triple-loop learning to a current issue you are working on. Reflect on your current practices and be courageous in challenging your assumptions.  [*Find more articles and videos on leadership here.*](https://blog.trevor-roberts.com.au/topic/leadership) SHARE THIS ARTICLE [mailto:?subject=https://blog.trevor-roberts.com.au/triple-loop-learning](mailto:?subject=https://blog.trevor-roberts.com.au/triple-loop-learning) ![Dr. Edwin Trevor-Roberts](https://blog.trevor-roberts.com.au/hubfs/Industry%20Networking%20Breakfast%20WEB%20(178%20of%20257)%20-%20Copy%20(2).jpg) Dr. Edwin Trevor-Roberts Edwin is the CEO of Trevor-Roberts and has spent the last 2 decades exploring how people find meaning through their work. He is also Chair of the Advisory board at the Centre for Work, Organisation, and Wellbeing at Griffith University. 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