As a consequence of operating in increasingly complex environments in which soldiers need to respond quickly in potentially life-threatening circumstances, senior Australian Army leaders have realized that the Army’s competitive advantage is generated from its learning capability; as individuals, as teams and as an organization (Schmidtchen 2007). The research team was requested to assist the Army in defining, measuring and monitoring the Army’s learning culture. The chapter begins with a consideration of the learning organization literature and briefly discusses the relevance of organizational change and trust to learning in and by organizations. The aim of the study was to profile the Army’s aspirational learning capabilities at individual, team and organizational levels. Consequently, a diagnostic tool (the Army Learning Organization Questionnaire) was compiled and adapted from several valid and reliable instruments in order to measure these learning capabilities. The Army Learning Organization Questionnaire (ALOQ) was piloted, and the final version was administered. The results and implications are discussed and future research plans outlined.
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Section A: Culture and Religion
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Section B: Industries and Sectors
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Section C: Mixed Contexts
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