Via Jay Cross I found this learning organisation scan under the title Is Yours a Learning Organisation? on the Harvard Business Review site, developed by David A. Garvin, Amy C. Edmondson, and Francesca Gino. There is a short online survey with 12 questions, and a longer one, with more depth, can be found here. I'd recommend the longer one, with lots of relevant questions, most of them related to the culture in the organisation with regards to experimenting, networking, etc. A good tool to start talking about what a learning organisation is. To read the full article, you have to pay for it.
I think the term 'learning organisation' knows many different interpretations. A lot of development NGOs have used the Bruce Britton scan, as outlined in his paper the Learning NGO. You can find more information in the km4dev wiki here. Maarten Boers from ICCO started an interested discussion on the the email group of km4dev about the fact that ratings may go down when people become more aware of the complexity of a learning organisation. When discussions about being a learning organisation have just started, people may rate their organisation relatively high, because they are not so critical yet about their practices. Johannes Schunter linked this to a high relevant framework of the conscious competence learning framework. Hereby people move from the unconscious incompetence stage, through the conscious incompetence stage to the compentence stages. It is during the conscious competence stage that people become more critical about the practices in the organisation.
Personally, I shocked a manager once, by stating that his professionals were learning rapidly, but that his organisation wasn't. When the professionals left, the organisation was left at a loss. He was of the opinion that his professionals were not rapid learners. I made him look more carefully at the processes in the organization to leverage individual learning, to become organisational learning. For me, the crux of organisation learning is in making sure there are the processes that transform individual learning into innovation in the organisations practices are functioning. Secondly, it is important to see that the sources of learning, the feedback loops are the right ones. I have been in another organisation, where colleagues thought the organisation was learning, because it was changing all the time. However, the organisation was changing to the latest management whims rather than in response to feedback from its clients.