Resolving the spirit and substance of organizational learning

Argues that there are two strands in the organizational learning (OL) literature marked by incompatible world views. The dominant substance is modernist while the spirit is interpretive. The focus on systems, in the form of learning loops and systems archetypes, identifies an acceptance of the tenets of modernism. The spirit offers an innovative view of management and contradicts the modernist substance. Drawing on contemporary hermeneutics, the spirit leads to a different conception of the organization, the role of management, and OL. Organizations comprise communities with different interests and understandings. Both organizational problems and solutions reflect people's understanding. Co-operation involves establishing mutual interests and is achieved through discourse that builds communities of understanding. Concludes that an important role of managers is to facilitate discourse, and organizational learning occurs in communities of discourse.