ABSTRACT
Government agencies and departments, like all organizations, produce new strategies, structures, and processes from interaction with their external and internal environments. This evolutionary process is reflected in the phenomenon known as organizational learning. Organizational learning is ethic free; it can be either good or bad. Members of an organization will tend to act in ways they are expected to act. Two factors help shape organizational learning: leadership and organizational culture. These two concepts are used by senior managers in their efforts to influence the direction that organizational learning will take. Public-sector managers, administrators, and workers develop behavior patterns from cues they receive from information and experience. Some of that learning comes from higher-level managers in the form of a clearly identified vision and ethic; more learning comes from workers’ interactions with their peers and their experiences carrying out their occupational tasks. Knowledge management facilitates both types of learning.
