ABSTRACT
Actions based on training and skills which have been successfully applied in the past may result in inappropriate responses under changed conditions. Action learning helps to enhance 'systemic eloquence' – the ability of parts of a system to converse well with each other. There are major barriers or defences which serve to prevent such systemic eloquence, and so hinder organisational learning. These seem to be grounded in an overriding organisational bias for action. Organisation Development has often been seen as a means of enhancing organisational learning. Learning architecture relates to the mechanisms for sharing the learning emerging from the sets with the wider system. It is a system-wide, systematic and coordinated effort at learning and sharing good practice across the whole organisation which draws upon a whole range of different learning initiatives which historically have always been tactical in nature and aimed at specific challenges or groups of individuals.
