Public sector learning unfolds within environments shaped by political expectations, operational pressures, and shifting societal needs. These conditions often expose the limits of traditional learning methods, which focus on acquiring skills without questioning the assumptions that guide public action. Triple Loop Learning addresses this limitation by treating learning as a refl ective, systemic practice rather than a strictly technical one. Its core contribution lies in shifting from correcting actions, to reconsidering strategies, to examining the values and contexts that shape decisions. This expanded perspective strengthens individual and organisational agency, helping public servants navigate complexity with greater clarity and purpose. It also encourages them to refl ect on the roles they hold within their institutions and how changes in those roles (whether in mandate, responsibility, or collaboration) can infl uence outcomes across the wider system. This learning unit explores Triple Loop Learning’s principles and their application in the public sector. It covers core concepts, highlighting the distinction between single, double, and triple-loop learning. Additionally, it emphasizes the importance of learning ecosystems that enable public servants to act cross-contextually.