Triple-loop learning reshapes how we see ourselves and our values

Outline (skeleton)

• Opening idea: In talent development, triple-loop learning isn’t about bigger skills; it’s about bigger questions—who we are, what we believe, and how that shapes our actions.

• What triple-loop learning actually is: Distinguish it from single-loop and double-loop learning; emphasize shifts in self-perception and values.

• Why it matters for leaders and teams: How a change in beliefs ripples through culture, decisions, and performance.

• Common misreads: It’s not just skill bumps, not only better processes, and not quick fixes tied to short-term needs.

• A relatable example: A hypothetical scenario that shows how someone might rethink beliefs and change the way they lead.

• CPTD lens: How triple-loop learning aligns with talent development concepts, adult learning, and organizational change.

• Practical takeaways: Ways to encourage reflective practice, dialogue, and experiments that prompt deeper shifts.

• Quick recap and call to curiosity.

Article: Triple-loop learning—shifts in self-perception and values that change how we lead

Let me start with a simple question: why do some leaders evolve in a way that changes everything, while others stay a notch better at the same old routines? Triple-loop learning is one of those ideas that sounds academic until you see it in action. It’s not about stacking skills or tidying up processes. It’s about transforming the very frame through which we see ourselves, our teams, and the world we operate in. And yes, this kind of learning matters in talent development because it changes how people decide, collaborate, and respond to challenges.

What exactly is triple-loop learning? Think of learning on three layers. First, you learn to do something better (that’s one-loop learning). You adjust your actions, fix a glitch, or sharpen a technique. Then you step back and ask why you were doing it that way and whether the underlying rules should change (that’s two-loop learning). You revise the methods guiding the way you learn and the policies that shape behavior. Now, the third layer goes deeper still: you challenge the beliefs, values, and identities that drive those actions. You question what you consider essential about work, leadership, and what success even means. That final layer—shifts in self-perception and values—reshapes behavior at a fundamental level. That is triple-loop learning in a sentence.

To put it another way, it’s not just doing differently or thinking differently about how we learn; it’s changing who we are in the process. When you begin to question your assumptions about authority, trust, or collaboration, you don’t just change your methods—you change the lens through which you measure everything. And when enough people in an organization shift their lens, you feel a real cultural shift, not just a new set of practices.

Why this matters for leaders and teams. When self-perception and values evolve, the effects are cascading. A manager who once saw conflict as a problem to be minimized might start viewing conflict as a signal that norms, roles, or incentives need realignment. A team member who believed “we win with speed” might come to see value in patient listening, because it leads to better decisions and less rework. These shifts don’t show up as new dashboards alone; they show up in how decisions are framed, how power is exercised, and how people hold one another accountable.

This isn’t about quick wins or clever tricks. It’s about a deeper readiness to revise what we assume about ourselves. That can feel unsettling—because it requires stepping into the unknown. Yet it can also be liberating. When leaders relearn who they are in the context of their work, they model a kind of courage that invites others to reflect and grow too.

Let’s clear up some common misreads. It’s easy to mix up triple-loop learning with other ideas:

• It’s not just incremental skill building. If you’re bumping up a specific capability—say, facilitation or data analysis—while keeping the same beliefs about teams or authority, you’re dealing with first or second loop at most. Triple-loop learning asks: are our underlying assumptions about people, learning, and power changing as well?

• It isn’t only about structured feedback. Feedback helps you adjust actions and processes, but triple-loop learning requires a reexamination of the principles guiding those actions. The feedback becomes meaningful when you’re ready to rethink your core commitments.

• It isn’t simply reacting to immediate needs. Yes, organizations respond to urgent demands, but triple-loop learning pushes you to question why those needs exist in the first place and whether they reflect deeper patterns in how work is organized.

• It isn’t a buzzword or a dry theory. The value emerges when people actually hold conversations that challenge cherished beliefs in a respectful way, and when leaders model open curiosity, even when it’s uncomfortable.

A concrete, relatable example helps. Imagine a mid-sized software company facing a spike in turnover. The leadership team worries about onboarding time and feature delivery speed. They set up more onboarding sessions, tweak the project schedule, and bring in mentors to help new hires hit targets faster. Those steps indicate a practical, one-to-two-loop approach: better processes, more support, quicker results.

But a triple-loop response would go further. Leaders begin by asking what the churn says about the kinds of work culture they’ve created. Do they value speed over reflection? Do they reward loud voices or quiet, thoughtful risk assessment? They start conversations that surface beliefs about ownership—who owns problems, who owns learning, who gets to say what counts as success. They explore whether the company’s values favor autonomy or dependence, and they test whether those values align with what customers actually need. If the checks reveal a belief that “only sharp, error-free code is valuable,” they might realize that experimentation and learning from failure deserve more space. The result isn’t just fewer exit interviews; it’s a change in how people talk about work, how they measure contribution, and how they relate to one another day to day. That is triple-loop learning in motion.

From a CPTD perspective, this concept maps neatly onto how we think about talent development and organizational growth. The field emphasizes adult learning principles, capability development, and the alignment of learning with strategic goals. Triple-loop learning nudges us to view development not as a pile of skills to acquire but as a process that reshapes how people interpret their roles and responsibilities. It underlines the idea that development isn't finished after a training module; it continues as people reflect, challenge, and revise their mental models. In practice, this means crafting environments that encourage reflective dialogue, safe spaces for challenging assumptions, and leadership behaviors that model humility and curiosity.

So, what can you take away if you want to apply triple-loop learning in real life?

• Create spaces for big questions. Schedule conversations that invite people to reflect on beliefs about leadership, collaboration, and what counts as success. Frame prompts like, “What assumption about teamwork do we rarely test?” or “When did our values last influence a tough decision, and how?”

• Normalize reflective practice. Build routines where teams pause to examine why they do what they do, not just how they do it. A simple post-mortem that probes underlying beliefs can be incredibly revealing.

• Lead by example. When leaders acknowledge their own uncertainties or misgivings, others feel safer to do the same. This isn’t about showing off vulnerability; it’s about modeling an ongoing commitment to learning at a deeper level.

• Balance courage with care. Pushing people to rethink core beliefs can be unsettling. Pair challenging conversations with clear psychological safety, so the dialogue remains constructive and focused on growth.

• Tie learning to value-driven decisions. When decisions are aligned with stated values, changes in those values become visible through actions—hiring choices, how teams collaborate, how failures are treated.

A few practical tips to weave these ideas into day-to-day work:

• Start meetings with a “why” check. Ask something like: “Why does this approach align with our core values, and where might it clash?” It’s a simple ritual, but it primes people to think at a higher level.

• Use storytelling to surface beliefs. Have teammates share a moment when their assumptions were challenged. Stories stick; they reveal mental models in a way slides never do.

• Invite dissent in a structured way. Create channels where differing views can be voiced and explored without fear. When dissent is treated as a resource, learning deepens.

• Measure more than results. Track not only outcomes but also changes in language, decision patterns, and how people describe their roles. These signals hint at evolving values.

For those studying or applying CPTD concepts, triple-loop learning offers a lens to examine how development happens inside people and organizations. It shifts the focus from “how do we train people?” to “how do we cultivate a mindset that redefines what counts as meaningful progress?” It invites you to consider the long arc of learning—how small shifts in perception can eventually reshape entire teams, cultures, and performance.

Let me tie this back to the core takeaway about the description of triple-loop learning. The best fit is not about getting better at a task or simply receiving feedback that tweaks a process. It’s about shifts in self-perception and values. It’s about rethinking who we are as professionals and as members of a collective, and letting those shifts guide our actions in a more integrated, coherent way. That’s the heart of triple-loop learning, and it’s a powerful compass for anyone who wants to grow beyond the mechanics of work into the realm where beliefs, identity, and behavior converge.

If you’re exploring how talent development can foster such depth, remember this: it takes intention and time. It’s okay if progress feels slow at first; real change rarely rushes. The payoff is more than better performance. It’s a reframing of what we consider possible in a workplace, a culture that invites continuous, curious growth, and people who show up with a readiness to question, learn, and adapt—together.

In closing, triple-loop learning asks a simple, profound question: what do we believe about ourselves, and how do those beliefs shape what we choose to do? If the answer is honest and evolving, you’ve started a journey that can transform not just one person, but the entire fabric of an organization. And isn’t that the kind of impact we’re really aiming for?

Would you like a quick, concrete checklist to spot when teams are starting to engage in deeper reflection? I can tailor a set of prompts and reflections that fit your context, so you can begin conversations that nudge beliefs toward healthier, higher-impact perspectives.