This document contains four symposium papers on learning organization issues. "How Action Learning Builds the Learning Organization: A Conceptual Analysis" (Michael Marquardt, Ty Alexander) is a systematic examination of four subsystems of learning organizations (learning dynamics, organization renewal, people empowerment, knowledge management) and how action learning builds each subsystem. "Enhancing Individual and Organizational Learning: A Sociological Model" (Andrea Casey) proposes a theoretical model of organizational learning that is based on the sociological work of Talcott Parsons, defines organizational learning as a dynamic process of knowledge creation, and integrates and addresses the learning needs of individuals and organizations. "Predictors of Learning Organizations: A Human Resource Development Practitioner's Perspective" (Orlando V. Griego, Gary D. Geroy) reports on a study of 48 human resource development professionals' perceptions that identified these two predictors of learning organizations: (1) rewards and recognition and (2) training and education. "Action Learning and Systems-level Continuous Learning" (Judith A. O'Neil) discusses the results of an evaluation of an ongoing 2-year action learning program at a major northeastern utility company that demonstrated how action learning can help create the capacity for systems-level continuous learning. (MN)