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While a single-loop learning process is primary based on the strategy of controlling environment and tasks unilaterally, risking to result into the inhibition of valid feedback, a double-loop learning process
is able to question the underlying value and assumptions beyond the governing variables, providing a
more effective decision making. Building on a previous theoretical framework, this study provides an example of an organization adopting a double-loop learning model.
Looking at the case of the annual Wikimania events, the nature of the undergoing learning process is
explored, analyzing how the experience developed organizing an event is transformed into knowledge.
The peculiar multilevel decision-making structure that emerges is illustrated in its relationship to the development of practices that foster the knowledge building and, at the same time, allows double-loop learning.