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

学习型文化应该使个人能够探索思想和知识，创造一个允许错误并从中吸取教训的环境，并鼓励进行有效反思的时间/空间。组织中有效的学习者不仅需要学会“把事情做得更好”（单循环）和“把事情做得更好”（双循环），还需要知道为什么这样做是关键（重复循环）。在文献和从业者管理中，一个普遍的观点是，由于缺乏自由、空间和信任等原因，分层/官僚的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，支持这种说法的证据似乎相对较少，值得进一步审查。以英国陆军为例，本项目旨在研究到2020年在英国陆军实施“常规学习文化”的国防组织学习战略（DOLS）政策目标在多大程度上有效。它将调查层级结构和官僚结构中的组织学习文化；检查和确定在这些组织中实施和引入学习文化的任何不良和最佳实践，并可能进一步扩大对自上而下强加的文化变革及其在此类结构底层的实施和接受的学术理解。此外，该项目可能会帮助陆军识别和发展自己的学习实践，并有可能对自上而下的政策举措进行更有效的评估，从而为组织本身增加价值。我是一名现役陆军少校，处于陆军为使组织学习制度化而试图进行的重大变革的边缘，因此我的研究过程将符合行动研究原则。该研究将采用扎根理论混合方法的方法，使用文献和访谈数据来生成理论结构并开发研究问题，然后将通过调查和进一步的访谈数据收集进行测试。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一个项目。它将为Sergio Catignani博士（埃克塞特大学战略研究所）对英国军队组织学习的研究做出贡献，并在政治途径下获得资助。不需要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.