These three papers were presented at a symposium on orchestrating work and learning in human resource development (HRD) moderated by Susan Lynham at the 1996 conference of the Academy of Human Resource Development. "Team Learning: Processes, Interventions and Assessment" (Laurel S. Jeris et al.) explores team learning processes, paying specific attention to the degree of learning facilitator assistance needed for teams to engage in double-loop learning and the degree to which teams were able to identify their own needs for such assistance. "The Chief Learning Officer: A Case Study at Millbrook Distribution Services" (Verna J. Willis, Gary L. May) reports the experience of one chief learning officer (CLO) at a corporation seeking to become a learning organization, describing how and why his position changed and why the title CLO signals a change in corporate thinking about human resource development. "Integrating Work and Learning" (Gene L. Roth, Edward Raspiller) explains how integration of work and learning was identified as the "common ground" between union leadership and the management team of a manufacturing plant. This case study highlights aspects of a federally funded workplace literacy project that featured learning-to-learn and team learning strategies for workers. Papers contain references. (KC)