ABSTRACT
Organizational learning is usually not a deliberate enterprise, but an ad hoc endeavor used for problem solving. This approach results in an residual buildup of rules, policies, traditions, and cultural artifacts that affect the decision-making process and constrain the decision maker. A double-loop learning environment encourages the questioning of assumptions and confronting of the traditions in an organization that are being advocated. Institutionalization is important irrespective of whether evaluations are performed by internal or external evaluators. H. U. Derlien focuses on adequate administration, quality control, and financial ramifications pertaining to external evaluation studies. The fundamental and profound changes required of organizations who engage in double-loop learning are difficult, time consuming, and risky. Few positive incentives exist for program personnel to embark on an uncertain examination of core program issues with potentially negative unintended consequences. The chapter also presents an overview on the key concepts discussed in this book.
