The book describes what must happen within an organization, both to its framework and its operations and to its instructional-learning process, if the organization and its employees are going to learn and adapt to their work tasks and roles. The major finding was that productive results occur primarily when training and learning are integrated with action needed to solve real organizational problems and accomplish work goals. The book discusses the organizational environment and the training-learning process as they interrelate in real life. Important distinctions between training, learning, and the training-learning process are made. Guidelines are provided for in-plant analysis and for comparisons of training practices that permit organizations to formulate improved strategies for learning. A method is offered for discriminating between productive and non-productive routes. The various chapters discuss the executive's role in the learning process, frameworks and patterns for learning, the manager's role, the relationship between work and learning, and related concepts. Five cases are studied. (AG)