ABSTRACT
I have suggested that an important shift in the study of learning moves it away from a focus on what individuals learn and how this is applied in an organization. I have explained and explored the thinking that underpins a strategic perspective on learning, particularly how politics and emotions interact to create organizing processes that may limit or undermine learning and change. In the final three chapters of the book I shift the focus away from the development of theory or ideas about strategic learning and towards practice, discussing what this means for three key organizing processes, reflection, leadership and intervention/future HRD practice.
