Organizational learning is the continuous process through which an organization acquires, creates, shares, and applies knowledge to improve its effectiveness, adaptability, and long-term performance. It enables organizations to respond effectively to environmental changes, technological advancements, market competition, and customer expectations. Unlike individual learning, organizational learning involves the collective development of knowledge, systems, routines, and practices that become embedded in the organization's culture and operations. It is a key concept in Organizational Development (OD) because it supports planned change, innovation, and sustainable growth. The concept of organizational learning was significantly developed by scholars such as Chris Argyris and Donald Schön, Peter Senge, and David Garvin. Argyris and Schön introduced the ideas of single-loop and double-loop learning. Single-loop learning focuses on correcting errors without changing underlying assumptions or policies, while double-loop learning questions and modifies the existing norms, beliefs, and strategies. Triple-loop learning extends this process by examining how organizations learn and improve their learning capabilities. Peter Senge described the learning organization as one where people continually enhance their capabilities to achieve desired results, foster new patterns of thinking, and learn collectively. He identified five disciplines essential for organizational learning: systems thinking, personal mastery, mental models, shared vision, and team learning. These disciplines encourage collaboration, innovation, and continuous improvement across all organizational levels. The organizational learning process generally involves acquiring information, interpreting knowledge, sharing experiences, implementing improvements, evaluating outcomes, and institutionalizing successful practices. Effective organizational learning depends on open communication, leadership support, employee participation, knowledge management systems, and a culture that encourages experimentation and learning from failures. One of the important interventions in Organizational Development that promotes organizational learning is the Parallel