1 OD-HRD Interventions for Creating A Learning Organization: My Experiences and Reflections as A Change-Agent Narendra M Agrawal 1. Introduction: Organizations operate in changing environments and learn by interacting with their environments by observing the results of their actions. Learning at the organizational level should include both the adoptive and innovative responses to their environment (Hedberg, 1981). Organizations, which do not learn, may not cope with the changes in their environment and will find it difficult to survive and grow. In fact, the purpose of learning is to improve performance and to master the environment (Katona, 1940 quoted in Hedberg, 1981). Globalization and liberalization of Indian economy has led to Indian business environment becoming more turbulent and uncertain However, the Indian organizations such as Infosys, ICICI Bank, Tata Steel and Bharat Forge that have superior learning processes have not only grown very fast in India but have also captured the world market. Watkins and Golembiewski (1995) argue that organization development philosophy, and tools and techniques are in congruence with the conceptualization of creating learning organization. Watkins and Marsick (1993, quoted in Watkins and Golembiewski, 1995), define “the learning organization as one that learns continuously and transform itself. Learning takes place in individuals, teams, the organizations, and even the communities with which the organizations interacts… Learning results in changes in knowledge, beliefs, and behaviors. Learning also enhances organizational capacity for innovation and growth. The learning Organization has embedded systems or mechanisms to capture and share learning”. Based on this definition, they argue that OD for creating a learning organization requires a shift from focus on change to learning and change. Organizational level learning systems facilitate knowledge generation, knowledge sharing and empowerment for transformation on a continuous basis.