Introduction Organisations continuously seek knowledge to fit within the highly dynamic business environment. Organisational learning consists of a cycle through which knowledge is acquired before integrating the same within the existing structures. Change management is the last stage in the organisational learning process as it integrates knowledge to decide directional change for the firm. This paper carries a detailed critical analysis of this whole concept of organisational learning as well as change management by reviewing several articles by different authors. Organisational Learning Behavioural Theory Classical conditioning McCullough (2011) writes about human behaviours as the greatest indicators of learning process taking place. McCullough (2011) uses illustrations about a student aged ten who suffers from disruptive behaviour. The student’s teacher and parents seek for ways of compelling her to change the disruptive behaviour. Part of the new program that is set to influence the change of behaviour for the student is to award her a gold star for being obedient and less disruptive or lose playtime each time she breaks the rule. Two important issues involved in the illustration provided include a positive return for being obedient to the rules and a punishment for failing to be observant. As the article points out, the student eventually managed to contain her disruptive behaviour with time. As this happened, her performance in class also improved considerably. Applying this to the case of the individual workers in an organisational setup, workers can change their behaviours in tandem with what the organisation anticipates if two conditions are availed. Firstly, the promise of positive returns and punishment to the workers where they achieve or fail to achieve is important in inducing learning. Secondly, the organisation needs to see into it that the set-out rules diligently reward or punish workers for enforcing the desired learning process. As per McCullough’s article discussing classical conditioning theory, I do not agree with this as an effective process of learning. From the illustrations provided, positive results are registered after learning takes place over some period. The greatest shortcoming, however, is the failure to consider other social issues as being of importance to the learning process. For instance, while the student manages to contain her disruptive behaviours, no explanations describe other social challenges that she undergoes after forceful learning. This learning process should not be considered for adoption because it coerces individuals into transforming their behaviours to gain a reward. The best learning process would be one in which people willingly seek a change of their behaviours because they understand what benefits accrue. The operant conditioning Ahmad, Jehanzeb, and Alkelabi (2012) introduce the operant conditioning theory of learning on the basis that the learning process occurs as a result of changing one’s overt behaviours. One way of reinforcing learning through operant conditioning, especially in organisations, is by praising, offering attention, approval of workers’ performance, and using monetary incentives. This article is similar to McCullough’s (2