This document discusses organizational learning and overcoming biases that inhibit it. It identifies the "certainty bias" as a fundamental impediment where assumptions are treated as facts, behavior is overly constrained, and the gap between plans and reality is not understood. Factors like leadership behavior, metrics, and planning processes can encourage this bias by constraining learning. Tools to enable organizational learning include establishing psychological safety, implementing cross-level feedback loops to share knowledge, embracing uncertainty, and focusing on outcomes over outputs. The document advocates preserving flexibility, obtaining fast feedback, and ability to adjust to follow where value is found.