However, organizations in many respects, appear to act like they learn. I have been repeatedly amazed over my tenure at my university that we discuss various matters leading us to adopt academic policy and procedure, only to question it months later when an incidence occurs that requires us to invoke a policy or procedure adopted months to years earlier. It soon becomes apparent there is a diversity of recollections on what was decided and why. Hence, it is critical we have documentation that we can turn to renew our understanding to ensure our collective action aligns with university policy and procedure. Such documents are often referred to as the collective memory of the organization. Without it, organizations are doomed repeatedly to fester in the same issues with little resolution about how best to manage them. Learning and memory are two sides of the same coin, so to speak. We may conclude that the actions of individuals in accord with the organizational memory reflect a state of organizational learning. In this sense, its application is not metaphorical, but substantive, because it can be studied and evidenced in the activities of persons comprising the organization with its documented and archived historical trail of communications and records