How organizations learn: Post-flight reviews in an F-16 fighter squadron

Research output: Contribution to journalReview articlepeer-review


We present an in-depth analysis of post-flight reviews in a fighter aircraft squadron of the Israel Defense Force Air Force. Our findings demonstrate how organizations can learn non-metaphorically and highlight the dynamics of learning in a central organizational learning mechanism in this type of after-action review. They also show that learning in the post-flight reviews is a multi-layered process of retrospective sense-making, detection and correction of error, social comparison, social control, socialization, and bonding, where lessons-learned pertain to different domains and different levels - individual, unit, and Force-wide. The process is facilitated by five values specified by the multi-facet model (Lipshitz, Popper and Friedman 2002), and the assumption that learning through critical examination of one's own experience is the key to improvement.

Original languageEnglish
Pages (from-to)1069-1089
Number of pages21
JournalOrganization Studies
Issue number8
StatePublished - Aug 2006


  • After-action reviews
  • Learning culture
  • Learning from experience
  • Organizational learning mechanisms

ASJC Scopus subject areas

  • Strategy and Management
  • Organizational Behavior and Human Resource Management
  • Management of Technology and Innovation


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