Teams and learning: the agenda has changed: Does an over‐concentration on task drive out learning?

In a learning organization, developmental processes should ideally be integrated from top to bottom. But what really happens? In our research and practical work with organizations around the world, we have found very few examples of companies, which have a clear process link between business development, team development and individual development. There is usually a business plan, often an appraisal and competence framework that results in personal development plans, but scarcely ever an intervening team development plan. Yet, as Peter Senge has observed, most learning takes place within teams.