Ever since the publication of Peter Senge’s book, The Fifth Discipline: The Art and Practice of the Learning Organization, organizations in every sector have talked about becoming learning organizations. Senge described a learning organization as one, “where people expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning how to learn together.” Throughout the early 1990’s I remember walking up and down airplane aisles and seeing every third person reading Senge’s book. While the idea of being a learning organization clearly struck a chord, operationalizing the concepts of what it means to be a learning organization, has been more elusive. Dilbert’s parody of Captain Kirk from Star Trek epitomized the time – Dilbert’s boss hands him The Fifth Discipline, and tells him “to make it so.” If it were only that easy!