Abstract
This paper distils practical perspectives from experienced consultants on an integrative framework on organisational learning and performance. The foundation of this framework is governed by behavioural and cognitive learning theories. Convergent interviewing was the methodology used to verify the practicality of the framework and provide insight for further development. Data derived from four organisational development consultants confirmed the framework’s feasibility, but suggested additional issues to examine organisational learning further. The conclusion drawn is that there are distinct stages of learning but the relationship between them is robust and dynamic. Further, the notion of “triple‐loop learning” is often misconstrued in practical contexts due to its level of abstraction. Effective leadership is regarded as the leitmotif in driving strategic organisational learning initiatives. However, leaders must consider the time factor involved, as such initiatives can only take effect after a period of time rather than immediately.
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