In this article we use organizational learning theory as a framework for thinking about how participation in CPED has influenced changes in the EdD program established in 2003 at the University of Connecticut. Both single and double loop learning were a part of our process of institutionalizing a culture of organizational learning, a process that preceded our association with CPED. The history of that process is reflected upon in this article. How the CPED principles led to instances of organizational learning and shifts in program organization are detailed. CPED has played a role in stimulating and sustaining a culture of continuous change in the educational leadership department.