When learning becomes part of an organisation’s culture, it drives change on all levels (individual, group and organisational), provides a developmental framework for understanding learners and learning processes, holds the potential to foster transformation, happens formally-informally and incidentally, commits to issues of social justice, fosters a long-term development strategy/career development, promotes learning partnerships, enhances developmental readiness, addresses employees’ issues and encourages personal and professional growth through lifelong learning. On the other hand, the Organisational Learning ability has disadvantages like focusing too much on the individual, viewing learning as panacea, and promoting a restrictive and specialised approach to employment. However, in most cases it is the best way to confront future changes in social and business environments

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