This case study aimed to provide a lens within a technical college's approach to a societal challenge, namely the COVID-19 pandemic. The study examined how a small Midwestern technical college's full-time faculty and deans adapted and discussed its strategies and processes toward faculty development, instructional and course management practice, and student learning during the pandemic and how the lessons learned from the disruption match the characteristics of a learning organization. The case was written for those in educational leadership in higher education, from the faculty ranks to the highest administrator. Learning organizations have been described as more resilient and adaptive to external pressure, and the idea of the learning organization is fitting for institutions devoted to education and advancing knowledge. The two-year college setting and the content provided a study for campus leaders to consider the development of their faculty, change management, and those leading from the middle during a societal challenge. The case site participants completed the Learning Organization Survey (LOS) and engaged in an interview protocol, a reflective setting focused on the pandemic's specific challenge, delivering greater context to the challenge and the learning organization building blocks' distinguishing characteristics. The participants identified their need to practice as a learning organization in a volatile environment. Based on the interview responses, the participants perceived their institution to be aligned with a learning organization. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]