A tools manufacturer’s managing director desired a learning organization. The workshops were redesigned from traditional functions organization to product work flow workshops. The re-think workshop meant both a learning organization and decentralized decision-making. There were both a physical reorganization and an ideological.

Against the background of a theory of political decision making and work organization, an analysis about the managing director, middle management and operators’ different dilemmas, conflicts and puzzles in an organization transformation is presented. A discussion about factors that have impact on operator participation enthusiasm, company productivity and learning is presented.