A 3-year research program on workplace learning was based on action research and involved the gradual implementation of "Work Activity Briefings" every 2 weeks or whenever a major task was to be undertaken at selected construction sites managed by an Australian mining and construction company. The briefings were regular meetings between all those involved in the project. At the meetings, researchers obtained information from participants about the conduct of the briefings and ways to improve them and gathered participants' perceptions of difficulties, benefits, and changes in work practices. The briefings gradually became more democratic and involved more levels of workers in their own learning and training needs, resulting in a better work environment as well as completion of projects more quickly and with better safety records and quality. (The paper argues that properly conducted workplace learning [i.e., using a heutagogical approach, which studies the processes that enable self-determined learning] can provide a confluence for systemic and training solutions to complex organizational problems. According to the authors, drawing training solutions and systemic approaches together provides an opportunity for learning--organizationally and on the part of individuals--that increases both competency and the chances for creating a learning environment that might make the change enduring. There are 22 references.) (KC)