Organisational learning is a crucial issue in modern times. However, the knowledge of how it factually occurs and how it can be enhanced still is very limited. Some researchers only recognise the members of a social system as the sole source of organisational learning, others consider it rather a problem of information management and the third are convinced that organisational learning is a sort of an entreprise's philosophy. Empirical evidence can be found for all of these positions. This leaves us in the need for interpretaion. This paper is to deal with the question what can be learnt from what is konwn on individual's learning for the understanding of the learning of a social system and draw conclusions for the management of organisational development of an entrerprise or a school. Analogy will methodically be taken as an heuristical instrument. Findings of research in organisational development shall be reconsidered with the help of the newly designed instrumental approaches. The 'learning of a system' will be re-interpreted on the basis of natural (physiological) learning processes and its instructional consequences/ impact on leadership shall be investigated. Argyris, Ch. & Schön, D.A. (1978) Organizational Learning: A Theory of Action Perspective. Reading/ Mass. ; Cruse, H. (1996) Neural Networks as Cybernetic Systems. Stuttgart/ New York; Cyert, R.M. & March, J.G. (1963) A Behavioral Theory of the Firm. Englewood Cliffs/ N.J.; Deal, T. E. & A. A. Kennedy (1982) Corporate Cultures. The Rites and Rituals of Corporate Life. Reading/ Mass.; Hebb, D. O. (1949) The Organization of Behavior. A Neuropsychological Theory. New York/ London; Krech, D., R. S. Crutchfield, N. Livson, W. A. Wilson jr. & Allen Parducci (1992) Foundations in Psychology; Krystek, U. & G. Müller-Stewens (1993) Frühaufklärung für Unternehmen. Identifikation und Handhabung zukünftiger Chancen und Bedrohungen. Stuttgart; March, J.G. & Olsen, J. (ed.; 1976) Ambiguity and Choice in Organizations. Bergen. Nonaka, I. (1991) The Knowledge-Creating Company. How Japanese Companies Create the Dynamics of Innovation, in: Harvard Business Review 69 (1991), Nov./ Dec., 96-104; Nonaka, I., H. Takeuchi & K. Umemoto (1996) A theory of organizational knowledge creation, in: International Journal of Technology Management 11 (1996), Nr. 7/8. Special Publication on Unlearning and Learning, 833-845; Richter, M. (1994) Organisationsentwicklung. Entwicklungsgeschichtliche Rekonstruktion und Zukunftsperspektiven eines normativen Ansatzes. Bern u.a.; Schein, E. H. (1985/ 1997) Organizational Culture and Leadership. A Dynamic View. 2. Ed., San Francisco; Schreyögg, G. & C. Noss (1995) Organisationaler Wandel: Von der Organisationsentwicklung zur lernenden Organisation, in: Die Betriebswirtschaft 55 (1995), Nr. 2, 169-185; Senge, P.M. (1990) The fifth Discipline. The Art and Practice of the Learning Organization. New York; Sievers, B. (1982) Organisationsentwicklung als Lernprozeß personaler und sozialer Systeme, oder: Wie läßt sich Organisationsentwicklung denken? in: Organisationsentwicklung 1, Heft 1/ 1982, 2-16.EERJ