Double-loop learning control (DLC) model for reengineering: a “yin” and “yang” balanced approach for effective organizational change

The advent of information technology has prompted organizations to reinvent themselves in response to the rising demands of customers and expectations of employees. A conceptual model that shows how organizations can effectively manage the change process is essential in view of the multitude of problems encountered in reengineering endeavours. The double-loop learning control (DLC) model advocates the importance of having a shared vision and an environment that facilitates double-loop learning. The model uses the oriental philosophical `yin-yang´ balanced concept to illustrate the need to balance the application of technology with the human factor. The DLC model was empirically tested by a public sector survey on success factors for change, conducted in 1997. Analyses confirmed that having a shared vision is paramount to reengineering success and an organizational ability to learn as a mediator of the yin-yang contributions toward building this shared vision for organizational change