This symposium is comprised of three papers on organizational learning, change, and socialization. "A Study of the Organizational Learning Profile (OLP)" (Rae Dorai, Adela J. McMurray) reports findings that show the OLP (Pace et al. 1998) is a reliable instrument for measuring organizational learning and its content validity is high. "The Ability to Change: A Holistic Model of Organizational Change" (Olivia Kyriakidou, Mike Riley) introduces a set of ability to change measures developed to study whether change occurred during the operational and business culture change process of a case company. (A supportive learning context and employee perceptions of discrepancy, efficacy, personal significance, appropriateness, and moderation are the main characteristics of change, indicate a strong organizational and individual ability to change, and are strongly related to employees' commitment to the introduced change.) "Integrating an Interactionist Perspective into the Theory of Organizational Socialization" (Monica M. Tuttle) discusses the viability of integrating a more inclusive perspective and provides implications for human resource development in the research and discovery of the phenomenon of organizational socialization. All papers contain substantial references. (YLB)