"Growing Double and Deutero loop learners: An analysis of the British Army's efforts to inculcate a learning culture amongst junior officers".

学习文化应该赋予个人探索思想和知识的能力，创造一个允许犯错误并从中吸取教训的环境，并鼓励有效反思的时间/空间。在一个组织中，有效的学习者不仅要学会“把事情做得更好”(单循环)和“做更好的事情”(双循环)，而且要知道为什么这样做是关键(后循环)。在文献和从业人员管理中，一个普遍的观点是，由于缺乏自由、空间和信任等原因，等级/官僚组织结构实际上阻碍了有效学习文化的建立，从而阻碍了组织内有效学习者的发展。然而，支持这一断言的证据似乎相对较少，它值得进一步研究。以英国陆军为例，该项目旨在研究国防组织学习战略(DOLS)政策目标在多大程度上有效，该政策目标是在2020年前在英国陆军中实施“常规学习文化”。它将调查层级结构和通常是官僚结构中的组织学习文化；检查和确定在此类组织内实施和引入学习文化方面的任何不良和最佳做法，并潜在地进一步加深对自上而下强加的文化变化及其在此类结构底层的实施和接受的更广泛的学术理解。此外，这个项目可以条件反射地帮助陆军识别和发展自己的学习实践，并潜在地能够更有效地评估正在实施的自上而下的政策倡议，从而为组织本身增加价值。我是一名现役陆军少校，处于陆军试图进行重大变革以实现组织学习制度化的边缘，因此我的研究过程将符合行动研究原则。这项研究将使用扎根的理论混合方法，使用文献和访谈数据来生成理论结构，并开发研究问题，然后通过调查和进一步的访谈数据收集来测试这些问题。这项研究是与英国陆军历史分析和冲突解决中心(CHACR)和埃克塞特大学合作的项目。它将为埃克塞特大学战略研究所的塞尔吉奥·卡蒂尼亚尼博士的S研究英国军队中的组织学习提供资金，该项目由政治途径资助。不需要进行海外实地考察或语言学习。

A learning culture should empower individuals to explore ideas and knowledge, create an environment where mistakes are permitted and learned from and encourage the time/space for effective reflection. Effective learners within an organisation need to not only learn to 'do things better' (single loop) and 'do better things' (double loop), but learn why to do so is key (deutero loop). A common view, both in literature and practitioner management, is that hierarchical/bureaucratic organisational structures actually discourage the establishment of an effective learning culture and so the development of effective learners within the organisation, for reasons such as a lack of freedom, space and trust. However, there appears to be relatively little evidence to support such an assertion, and it warrants further examination. Using British Army as a case study, this project aims to research to what extent the Defence Organisational Learning Strategy (DOLS) policy aim of implementing a "routine learning culture" by 2020 in the British Army has been effective. It will investigate organisational learning culture within a hierarchical and often bureaucratic structure; examine and identify any poor and best practice in implementing and introducing a learning culture within such organisations, and potentially further wider academic understanding of top down imposed cultural changes and their implementation and acceptance at the bottom of such structures. In addition, this project may reflexively assist the Army in identifying and developing its own learning practice and potentially enable more effective evaluation of the top down policy initiatives being implemented, thus adding value to the organisation itself.I am a serving Army Major on the periphery of the significant changes that the Army is attempting to make in order to institutionalise organisational learning, and so my research process will be in line with Action Research principles. The study will employ a grounded theory mixed methods approach using literature and interview data to generate theoretical constructs and develop research questions which will then be tested with survey and further interview data collection.This study is a collaborative project working with the British Army's Centre for Historical Analysis and Conflict Resolution (CHACR) and Exeter University. It will contribute towards Dr Sergio Catignani (Exeter University's Strategic Studies Institute)'s research into organisational learning in the British Army, and is funded under the Politics Pathway. No overseas fieldwork or language study is required.