In my opinion, the philosophy of a learning organization is an organization that fosters team work, shares a common goal, able to collect, analyzes, and implements best practices to grow the company, and encourages/enable personnel growth. Team work or team learning is the ability of a group to apply each individual’s skill or capabilities to develop a free flowing plan to reach the companies goal. (Senge, 1990, p. 236) An organization should have a common goal to strive to reach. It does not matter if it is to produce the best hammer on the market or making the clients the most money for their investment. The goal should focus on the end product of the company to be the best in the market. To reach these goals the company should have to be able to collect, analyzes, and implements best practices to grow the company. However when performing this process one must look at the whole system of the company and not just the short term results. (Aronson, 1196, p. 1) This is different than systems theory because it not only uses testable outcomes and logical formulas but also looks at the big picture. It takes into account internal and external factors that affect the learning process of complex problems. The second, third, and fourth order effects must be considered. Also, the company should encourage personnel growth of the employees. If employees are not trying to improve their understanding of processes, interpersonal skills, and technology then they will not master the proficiency required to meet the changing market place. (Senge, 1990, p. 139)
One of the main limitations of team learning of an organization that is multi-cultural is the belief that everyone tends to see the world the same way. When in fact every member of the team has varying outlooks as of how the world operates and varying opinions as to how to optimize production. Other challenges that are faced in multi-cultural are language, preconceptions, and differing value systems. These differences make it very hard to develop team cohesiveness and collaboration. (Managing across Cultures: The Seven Keys to Doing Business with a Global Mindset, 2009, p. 244) However these limitations are not only factors in team learning but also affect mental models, shared vision, and systems thinking. These factors may be limiting but they also can be a plus. With different views from a wider cross section of the population the answer that comes from the group may reach more potential customers or impact production in an upward. The language barrier can also be a limiting factor, words have meaning. (Byers, 1997) When members of the group/team are not fluent in the language that is being used interpretation issues will arise. For example a member from Eastern Europe may use the word won. In Poland the word means good smell but in Russia it means the opposite stink. Thus when you are working in a team this one word would imply two different directions and chain of thought among the members. Also preconceptions about processes will hamper a team’s cohesion. All members have to be on the same page and understand the processes performed to achieve the unified goal of the company. Without the cohesion and understanding of the processes the team will not be able to formulate or master the goal of the company.
In conclusion, my belief in the learning organization is one that fosters team work, shares a common goal, able to collect, analyzes, and implements best practices to grow the company, and encourages/enable personnel growth. The organization that can apply the five disciplines of Peter Senge and overcome multi- cultural differences will be the most successful with short and long term goals within the market place.

Works Cited
Aronson, D. (1196, 8). Introduction to Systems Thinking. Retrieved from Intro to ST: http://www.thinking.net
Byers, P. Y. (1997). Organizational Communication: Theory and Behavior. Boston: Allyn and Bacon.
Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of teh Learning Organization. New York: Doubleday.
Solomon, C. & Schell, M. (2009). Managing across Cultures: The Seven Keys to Doing Business with a Global Mindset. New York: McGraw-Hill.