ABSTRACT
In this chapter, the author wants to elaborate the case for strategic learning that is strategic for individuals, groups, organizations, communities and whole societies. He presents something about the environment in which organizations are operating which justifies a strategic approach to learning. The author looks at what is going on inside organizations which impacts on learning issues, and mention the needs of managers within modern organizations. He also presents a model for balanced development in organizations and indicates the kind of strategic questions that need to be addressed in developing learning in organizations. The author describes some approaches that are ineffective in dealing with change as well as pointing the way to approaches that work better. He suggests that we have conditions of permanent, unremitting turbulence: permanent white water. Learning preparational planning seems to his infinitely superior to other planning modes used by organizations.
