The document discusses the impact of learning discourses on social work and examines the ideal of the learning organization. It presents findings from a study of continuing education in New Zealand social work. Key findings include: (1) practitioners acknowledge influential learning discourses but are cynical about their implementation; (2) viewing mistakes as learning opportunities is an ideal not always followed in practice; (3) feedback is unlikely in low-trust environments; and (4) continuous improvement is difficult due to unstable human services organizations. Practitioners want local, practical learning to meet needs rather than organizational priorities alone.