Organizations are the product of the ideas and interactions of those who work in them. The challenge for learning in organizations is to have a shared purpose and vision of the organization, to develop new ideas arising out of the vision and purpose, to test the ideas in the organizational reality, and to communicate that knowledge to other members. This paper describes how accelerated schools act as learning organizations and "master the cycle of thinking, doing, evaluating, and reflecting." It presents two case studies of accelerated schools in Louisiana, one elementary and one middle school. Accelerated schools are based on three principles--unity of purpose, empowerment coupled with responsibility, and building on strengths. Results of the case studies show that both school cadres used the learning-organizations disciplines in varying degrees. They utilized systems thinking, overcame outdated mental models, learned personal mastery, developed a shared vision, and participated in team learning. (LMI)