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The environments of higher education institutions have undergone significant changes in the past twenty years as a result of concerns expressed in prominent reports. These external concerns and initiatives reflect contemporary criticisms by the public about the efficiency and effectiveness of the performance of institutions. The response from research, legislatures, and the institutions has been to implement practices aimed at improvement and borrowed from business and industry. Research indicates that this performance orientation to change in higher education has largely failed, due in part to the lack of attention given to the culture of the institution. Emerging research indicates a shift from a performance orientation to change to a learning orientation. Researchers cite the ability of an organization to learn as the principle advantage in today’s competitive environment. Although studies of organizational learning have been conducted within the context of business, governmental agencies, and healthcare, little is known about organizational learning within the industry where learning is the core mission. The knowledge society we live i