ABSTRACT
This chapter seeks to unlock the learning processes that can support improvements in organizational performance. It argues that most organizations in postmodern conditions need not only grand structural and cultural change, but also must operate effectively at the local level on short time-scales. Efficiency is a driving requirement, as is the need for evidence of impact of learning in the current organizational discourses. The need for efficiency and impact on performance have, in the past, led some to denigrate learning as a longitudinal process that may have no effect and will be costly. Reflective dialogue has the potential to enable transformation: for individuals through empathic questioning of tfgs and assumptions embedded in their work practice; for organizations the dialogue process itself promotes the cascade of organizational learning. Reflective learning, through the dialogue process seeks to achieve added-value learning in an effective and efficient manner.
