Adapt and Thrive: Management Perceptions and Behaviors That Affect Double-Loop Learning in a Federal Organization
Open AccessThe purpose of this research study was to examine management perceptions of behaviors, policies, and practices that affect organizational learning—specifically single-loop and double-loop learning, as well as the defensive routines that inhibit learning—in a large, federal government organization. The organization is the Air Traffic Organization of the Federal Aviation Administration (FAA). A basic qualitative approach was used with semistructured interviews of senior managers employed or retired from the FAA. I interviewed nine current or retired senior managers from the FAA Air Traffic Organization and FAA headquarters. Participants offered rich data, which were categorized into nine themes related to single-loop learning, double-loop learning, and defensive routines. Management perceptions of behaviors, policies, and practices that promote double-loop learning in the FAA included that the Air Traffic Safety Action Program (ATSAP) promotes a judgment-free environment for identifying and learning about mistakes and safety risks. However, managers also felt the program was perceived as or even misused as a “get-out-of-jail-free card” to avoid individual accountability. The FAA shows adaptability to constant change. However, more two-way communication will develop a more adaptive safety culture. Gathering input from all levels of the organization, increasing dialog and two-way communication, and decreasing defensive behaviors such as a need for unilateral control could help the organization increase learning and become more adaptive.
- All rights reserved
Notice to Authors
If you are the author of this work and you have any questions about the information on this page, please use the Contact form to get in touch with us.