A model on learning that occurs in the workplace is discussed. Two theoretical frameworks are explored: multiple learning domains and action science. Four examples that reflect some of the characteristics of the new paradigm for learning in the workplace are included. The examples concern management development in a large business, a staff orientation workshop in an international organization, role behaviors in bureaucratic versus clarifying learning environments, and incidental learning based on action science. Several applications drawn from theory and practice are covered. First, self-directed learning plans can be developed by individuals with the help of self-selected facilitators (e.g., supervisors, mentors). A second application is the need to address reflection in work-related learning. This could be done by forming a voluntary peer group that provides a forum to identify and examine undiscussables in organizational life. A third applicaiton is the need to address feelings as well as reason. A final application that draws on action science principles and emphasizes the group context is action learning (e.g., multi-level task teams can be formed to monitor trends and issues that arise in the workplace). (SW)