To become a learning organisation is to accept a set of attitudes, values and practices that support the process of continuous learning within the organisation.

Training is a key element in the business strategy of an organisation dedicated to continuous learning.

Through learning, individuals can re-interpret their world and their relationship to it. A true learning culture continuously challenges its own methods and ways of doing things. This ensures continuous improvement and the capacity to change.

Leading management thinker, Peter Senge, has identified five disciplines of a learning culture that contribute to building a robust learning organisation. These elements are:

personal mastery – create an environment that encourages personal and organisational goals to be developed and realised in partnership

mental models – know that a person’s 'internal' picture of their environment will shape their decisions and behaviour

shared vision – build a sense of group commitment by developing shared images of the future

team learning – transform conversational and collective thinking skills, so that a group’s capacity to reliably develop intelligence and ability is greater than the sum of its individual member's talents

system thinking – develop the ability to see the 'big picture' within an organisation and understand how changes in one area affect the whole system.