The analyses on how project review processes can feed into double loop organizational learning do not far fetch, as this is a growing discussion among scholars and professionals alike. And to understand this concept, the focus of post­ project reviews needs to be examined. The post-­project review is defined by Zedtwitz (2002), as the process that provides an opportunity to increase steadily performance in the following project. And the realization and application of this methodology will provide multiple advantages, such as reduce project cost, provide proper estimation, increased efficiency, and competitive advantage. More so, the writer went further to state that the project review process concentrates on the relationship between how organizations learn and the team. Since organization learning and team concept are around humans, thus the link exists. The learning in an organization is the ability to influence the way people think and found during subsequent post that leading should mainly be transformed. Thus, double­-loop learning should be viewed as transformational, because its influence change and the perceptions of a team (Sharon, 2002). Also, Kotnour (1999) definition sees double learning, as the process that helps to resolve the mismatch in organizations DNA, by creating new priorities that are associated with strategy and assumption. However, we referred to the strategy here as the way an organization can create a deeper learning, which starts from communication and dialogue between the learners.

The transformational leader also referred here as project manager, is said to “drill down” a particular subject, in an attempt to recognize learners’ assumptions and beliefs. Since, we could conclude that the double­-loop learning will increase organization, collaboration because teams acquire and utilize information, by developing new skills. Besides, it also leads to the team asking the right questions, discard redundant information that causes wrong feeling, the way of acting and thinking. In Chris (1977) publication, examples of the inability to discover information that causes bad feeling, acting and thinking proves that the organizational learning is sick. And the teams in the organization will not be transparent with problems, which eventually creates rigidity and deterioration in the organization. However, when the post project review is employed, companies can learn from past failures and success, by bringing the team into a collaborative mode to reexamine the project scenarios. And determine what went wrong, and how they can be mitigated for the next instance to improve another project that fits the old project profile as Julian (2008) stated.

Although, Zedtwitz (2002) research paper found, face difficulties to implement post-­project review even with the advantages it provides. And this is mostly related to time constraint, less support, and limited personal interest or ability. The writer mentioned this can be improved, by using post­-project meetings to limit the impediments captured. In Collier et al. (1996) paper, the author captures five ways the learning impediments can be neutralized. The post-­project review can feed into double learning because the information derived from post-­project review clarifies opportunities and risk (Rianne, nd; Laura and Jethro, ND). This is when factored into double­-loop learning, enable the transformational leader to create opportunities, which forces a team to think about how to lead, and why they lead as Sharon (2002) mentioned. However, it is important to note that post­-project review will not offer any advantage to double­-loop learning when it is concentrated on conservative agenda or inwardly focused (Zedtwitz, 2002; Vincent, 2014).

Further Reading

Chris A., (1977) Double Loop Learning in Organizations [Online] Available from: https://hbr.org/1977/09/double­-loop-­learning-­in­-organizations [Accessed: February 25, 2016]

Rianne S., (nd) Learning from Post­Project Reviews [Online] Available from: http://arno.uvt.nl/show.cgi?fid=116178 [Accessed: February 25, 2016]

Laura R., and Jethro P., (nd) Development and the Learning Organization: an introduction [Online] Available from: http://www.developmentinpractice.org/sites/developmentinpractice.org/files/LearningOrgFullText [Accessed: February 25, 2016]

Kotnour, T. (1999) A learning framework for project management. Project Management Journal, 30, 2, 32 – 38. [Online] Available from: ebscohost.com [Accessed: February 25, 2016]

Sharon C., (2002) Double­Loop Learning: A Concept and Process for Leadership Educators introduction [Online] Available from: http://www.leadershipeducators.org/Resources/Documents/jole/2002_summer/JOLE_1_1_Cartr [Accessed: February 25, 2016]

Vincent V. V., (2014) Single and double loop learning (Argyris and Schon) [Online] Available from: http://www.toolshero.com/organization/single­and­double­loop­ learning­argyris­schon/f [Accessed: February 25, 2016]

Zedtwitz V. M., (2002) ‘Organizational learning through post-­project reviews in R&D’, R&D Management, 32 (3), pp. 255­268 [Online] Available from: ebscohost.com [Accessed: February 25, 2016]