This chapter focuses on culture, organizational learning and the role played by motivation and worker engagement as discussed in the literature. As part of this theoretical review, there is the need to clarify difficulties relating to the differences between organizational 'climate' and 'culture'. The chapter reviews the literature on organizational learning and drew attention to some paradoxes of such learning as well as the role in learning played by how organizations give credence to different epistemologies of risk. Accordingly, both individuals and organizations may engage in single-loop learning, double-loop learning or both as per Argyris and Schon, but such learning is essentially reflexive in nature. The double-loop kind of learning is obviously what should characterize a learning organization as defined above, whereas single-loop learning will be more characteristic of organizations that learn under 'survival' or 'adaptive' conditions.