To survive in and adapt to dynamic, turbulent, and complex environments, organizations need to engage in learning. This truism is particularly relevant for army organizations in times of war and armed conflict. In this article a case of army operations during World War II is analyzed on the basis of Ortenblad's integrated model of the learning organization and Argyris and Schon's theory of action approach. Among others, it is found that survival of and adaptation to combat conditions is possible through single-loop learning, provided that this learning takes place in an open and productive learning climate. This and other conclusions have important implications for theory and practice of organizational learning under conditions of hierarchy and discipline.