1Invited address to the Third Biennial International Conference on Advances in
Management, Sheraton Tara Hotel, Framingham, MA., June 28,1996.
2Distinctions made by previous speakers at the conference.
3 George Roth's development of the concept of "learning histories" applies here in that
learning projects should be documented and tracked from their very inception. (Roth,
1996).
4 This view of the learning organization has been very well described and argued by Cook
and Yanow (1993). Their description of how several organizations have maintained
themselves and learned illustrates cultural dynamics and shows how one can think of the
whole organization as the learning unit.
5 In my culture book I emphasize both the capacity to deal with external problems and the
capacity to integrate internally. Changes in the culture can be of either kind (Schein, 1992,
Ch. 15-17).
6 See Schein (1993) for an explication of these concepts.
7 I am using the concept of "Dialogue" proposed by Bohm and articulated by Isaacs (1993).
8 This argument is developed in a paper comparing founders with general managers
(Schein, 1983).
9 I have pointed out in another paper how various learning projects have
been defeated by the unwillingness to provide a practice field and time off for learning to
occur (Schein, 1997, in press).
10 This conclusion is based primarily on recent work by the
Institute for Research on Learning in Palo Alto and the work of Brown and Duguid (1991) and Cook and Yanow
(1993).
11 McGregor, D. M. (1961) The Human Side of Enterprise. N.Y.:
McGraw-Hill.
12 These ideas were first propounded in my book Oraanizational
Psvcholoay (1965, 1970, 1 980).
13 This process is described in detail in Bushe & Shani (1991) and
Schein (1993).
14 Michael, D. N. (1973) On learnina to plan and planning to learn. San
Francisco, CA.: Jossey Bass.