ABSTRACT
Organisational learning is very much in vogue today, and for very good reasons. Organisations that are effective in learning are more likely to be successful, and in particular, they are likely to be safer than those whose learning is less effective. This chapter focuses on one facet of organisational learning, namely on how aviation organisations learn from experience - both their own and that of others. It uses two well-explored cases, drawing some conclusions. These two cases, both of which involve learning from multiple examples, represent only one form of learning, but the two cases will illustrate that it is a critical form. While each of these two cases is unique, each represents a failure to learn from experience. The facts were not assembled in such a way as to provide a clear message or to compel action.
