This article investigates how teams and organizations manage to mitigate the impacts of unfavorable factors to organizational learning. Elaborating on organizational action learning theories, this contribution addresses the following question: how do briefing-debriefing procedures enable mitigating organizational learning barriers? Building on a case study that focuses on French air force squadrons' briefing-debriefing procedures, this contribution suggests that organizational learning depends upon a variety of learning mechanisms, organizational norms, behavioral values and technological artifacts which assemblage is enacted by individuals through social inquiry and reflective thinking. Altogether, these resources enable organizations to moderate the impacts of technical, socio-cultural and psychological barriers on organizational learning.
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