Outlines the nature of the learning organization and describes how action technologies can be used to build learning organizations. Outlines the strategies and dilemmas of consultants who use this approach to build learning organizations. (Author)

A learning organization supports learning at three levels: (1) individual, through continuous opportunities, inquiry, and dialog; (2) team, through action learning and collaboration; and (3) organizational, through systems that capture learning, empower participants, and link to the environment. Leaders who model and support learning at all three…

Organizational and workplace changes are altering the work of trainers and consequently their professional development needs. Training and development professionals need a foundation in training design and delivery with the ability to incorporate multiple perspectives, delivery systems, and locations and to be responsive to change. (SK)

Human resource development practice extends beyond training to the broader and more visionary role of facilitating learning for individuals, teams, and organizations. Designers of learning organizations seek to increase overall learning capacity, create ongoing adaptive capacity, and build autonomy and empowerment. (SK)

This research describes efforts to develop and validate a multidimensional measure of the learning organization. An instrument was developed based on a critical review of both the conceptualization and practice of this construct. Supporting validity evidence for the instrument was obtained from several sources, including best model-data fit among…