Planners work with various kinds of organizations, sometimes to provide technical expertise and other times to facilitate communication between different organizations and interest groups. Planners are also important players in “organizational learning.” In this article, the authors describe how organizational practices change through learning. Drawing from the sociological literature on organizational behavior, the authors develop a conceptual model of organizational learning. This model is then applied to the case of a nongovernmental organization (NGO) engaged in development planning in western India. We show not only how learning processes have led to behavioral change in this NGO but also ways in which learning has been constrained.
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