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The purpose of this paper is to give practical insights into the systemic approach to organizational learning “triple loop learning” (TLL; introduced in Part I) by reflecting on a facilitated research-and-intervention undertaken in South Africa as part of the “500 Schools Project”.

The authors reflect on one of the many researcher-assisted interventions in the “500 Schools Project” by retrospectively reflecting on the case through the principles of TLL.

The authors show that researcher-assisted intervention can be genuinely transformative given two conditions: The principles of TLL are embraced, and researchers are committed to such principles and passionate about social transformation. In particular, the case study illustrates how we might address processes of power in processes of design and in processes of debate. The focus on power arguably helped to shift “power over” (power as domination) to “power to” enact empowering designs, “power to” co-develop responsible decision-making and “power to” transform relations with each other and with life on Earth.

The authors introduce an original approach to TLL that directly addresses issues relating to processes of power. The value of the TLL is that it encourages researchers, learning facilitators and practitioners of the learning organization to engage with processes of power without neglecting other important organizational and environmental issues.

The purpose of the paper is to introduce a systemic approach to organizational learning “triple loop learning” (TLL) that addresses processes of power. Three equally important foci in our TLL are processes of design, processes of debate and processes of power. The focus on power aims to shift “power over” (power as domination) to “power to” enact empowering designs, “power to” co-develop responsible decision-making and “power to” transform our relations with each other and with life on Earth.

The organizational learning literature is reviewed in the context of power dynamics and its shortcomings are highlighted. The authors introduce their understanding of TLL, and how it engages with power dynamics in organizations.

Peter Senge’s conceptualization of systems thinking is unable to recognize processes of power in organizations and offers limited support to transformative learning. Conceptualizations of TLL aim to enhance learning in organizations but none satisfactorily address the processes of power. The learning organization literature as a whole does not satisfactorily address processes of power or reflect our way of envisaging “looping between loops of learning” in TLL to better design, better debate and better develop relationality in the social fabric of organizations.

The authors introduce an original approach to TLL that directly addresses the processes of power in organizations. It offers researchers, learning facilitators and practitioners of the learning organization a way to engage with the processes of power without neglecting other important organizational and environmental issues.

Introduces diversity management as managing the increased diversity of issues that confront humankind in contemporary organizational and societal affairs. Defines triple loop learning as being about the increase in the fullness and deepness of learning about the diversity of issues and dilemmas faced. Presents the contours of diversity management and triple loop learning. Sees the latter as the dénouement of single loop learning and of double loop learning. Provides a “quickmap” of the contours of diversity management and triple loop learning.