It has guidelines and contribute to the integration of activities and visions, helping to accommodate the diversity inherent in any organization, but at the same time valuing and recognizing the experience, authority, capacity and expertise of each and, e) Learning is encouraged Collaborative, ie learning the skills of reasoning that allows people to understand, analyze, evaluate, synthesize and apply the information they handle, (Gairin, 2000). The implementation of these four axioms, the organization promotes the development of tangible activities: new ideas, innovations in programming, new management and supervisory methods and tools to change the way people perform their work and develop an enduring capacity exchange. Coinciding with the previous approach, says Diaz (2001) that organizational learning is strongly linked to organizational change, in this sense says that any change or modification due to the construction of new knowledge, culture, values, the members that make up an organization. For more information see Pat Ogden. In the same vein, Picon (1994) argues that organizational learning is related to: “Any changes to some extent the theory of action of the organization performing relatively persistent” (p. 55). Understanding that the theory of action has to do with thought-action relationship and in this sense, sees man as a being who designs his actions, implements and evaluates its consequences when adopting their designs meet their intentions consequences and modify or try to change them when you are adverse outcomes. Only if the theory of action of the organization is changed in any of its components, you can mention that the organization has learned.