Research organizations are dealing with impacts from shrinking funding, have limited means and are functioning in environments of constant change and pressure all while identifying resources to develop or sustain programs. This state of uncertainty presents a unique opportunity for organizations to expand their capacity and become adaptive, flexible, and productive learning organizations. The purpose of this study was to determine if research organizations use Senge's Five Disciplines model and how they integrated these disciplines into their organizational culture. Introduced in the 1990's, Senge's model includes key components such as personal mastery, mental models, team learning, shared vision, and systems thinking. Businesses and other organizations that adopt this model tend to be more reflective, adaptive and proactive in addressing changes. A two-phase survey project was conducted and qualitative and quantitative data were collected and analyzed. Results from this project indicate many research administrators had some familiarity with the components of the Five Disciplines model, while others were consciously applying specific components, especially shared vision and systems thinking. In addition, many respondents indicated that although there was strong leadership in their organizations, they were lacking on-the-job learning opportunities, education, and growth. Based on this investigation, recommendations are offered for performing a learning organization assessment, building a shared vision, promoting a culture of learning, and integrating systems thinking. Suggestions for areas of future research are also presented.