This paper reviews and critiques the relationship between learning and change, which currently underpins much current thinking in the field of organisational learning. Contrary to the existing focus on the perspective of the organisation, this paper examines the relationship between learning and change with the individual manager as the unit of analysis. Drawing on recent empirical findings from a study of managers in the Retail Banking sector in the UK, the paper examines how individuals perceive learning from change, and whether change from learning is possible. The analysis highlights the dilemmas experienced by individuals in the process of learning in relation to organisational changes. Moreover, the paper shows that the changes resulting from learning are more subtle than the resulting behaviour may demonstrate. The paper makes the case for a more integrative analysis, which recognises both the psychological and sociological underpinnings in the process of learning and changing. In recent years there has been an explosive development of ideas and concepts in relatio
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