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One theme that runs through the articles in this special issue on organizational learning is the levels-of-analysis question: As psychologists, we know about the learning process in individuals, but organizational learning deals with adaptation by an entire system. One factor important in organizational learning over which individuals have some control is the development of shared mental models. “Organizational silence” (Morrison & Milliken, 2000) is one such shared mental model that may impede organizational learning. Suggestions are offered for “breaking the silence” so that the organization can learn.