Bateson’s Levels of Learning as a Conceptual Framework for Workplace Learning

Abstract

INTRODUCTION It is widely acknowledged that `learning’ is a problematic concept in Human Resource Development, for both theoreticians and practitioners. In this chapter we consider Gregory Bateson’s theory of `levels of learning’ as a fruitful yet enigmatic framework that offers a radical conceptual perspective on issues of workplace learning. We explore the origins and substance of Bateson’s theory, which differentiates between types of learning; consider three examples of its potential relevance to issues of workplace learning; then review variations in notions of `learning to learn’ in the light of Bateson’s thinking. Finally we appraise the theory in the light of subsequent commentaries.

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