“Learning can be defined as occurring under two conditions. First, learning occurs when an organisation achieves what it intended; that is, there is a match between its design for action and the actual outcome. Second, learning occurs when a mismatch between intention and outcome is identified and corrected; that is, a mismatch is turned into a match…. Single-loop learning occurs when matches are created, or when mismatches are corrected by changing actions. Double-loop learning occurs when mismatches are corrected by first examining and altering the governing variables and then the actions.”

Chris Argyris (1982) as cited in: "Chris Argyris: The Manager's Academic" in Business (2003). p. 965

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Chris Argyris9

American business theorist/Professor Emeritus/Harvard Busin… 1923–2013

Howard E. Aldrich (1943) American sociologist

Source: Organizations and Environments, 1979, p. 85

“When a change occurs in Nature, the quantity of action necessary for that change is as small as possible.”

Pierre Louis Maupertuis (1698–1759) French mathematician, philosopher and man of letters

Les Loix du Mouvement et du Repos, déduites d'un Principe Métaphysique (1746)

“[Constraint] is a relation between two sets, and occurs when the variety that exists under one condition is less than the variety that exists under another.”

W. Ross Ashby (1903–1972) British psychiatrist

Source: An Introduction to Cybernetics (1956), Part 2: Variety, p. 127

“Only a crisis—actual or perceived—produces real change. When that crisis occurs, the actions that are taken depend on the ideas that are lying around.”

Milton Friedman book Capitalism and Freedom

Preface (1982 edition), p. ix
Capitalism and Freedom (1962)
Context: There is enormous inertia—a tyranny of the status quo—in private and especially governmental arrangements. Only a crisis—actual or perceived—produces real change. When that crisis occurs, the actions that are taken depend on the ideas that are lying around. That, I believe, is our basic function: to develop alternatives to existing policies, to keep them alive and available until the politically impossible becomes politically inevitable.

“When a broad and significant change occurs in the organization, the first question many people ask is “What's in it for me?” or “What's going to happen to me? This is an indication of the anxiety that occurs when people are faced with the uncertainty associated with organizational change.”

David A. Nadler (1948–2015) American organizational theorist

David A Nadler (2010), "Techniques for the management of change," Robert Golembiewski (ed.) Handbook of Organizational Consultation, p. 1067; Quoted in: Diane Dormant, ‎Joe Lee (2011). The Chocolate Model of Change.