In this contribution the aim is to rethink the known concept of the Learning Organization (LO), as advocated by Senge (1990), and bring it to our new 21st century, as the 'Century of Complexity' (Hawking, 2000). It can be shown that we need to escape the danger of linear thinking to overcome the fallacies of thinking about the LO. We have to learn to think in a new way. We start with the idea that complexity can be self-potentiating (Rescher, 1998). With this concept of complexity we may show how the concept of the LO may be turned into an effective kind of complex organization: both in theory and in practice! To do so, we need to replace the systems thinking as the corner stone of the LO, as sketched in Senge (1990). System thinking is too limited for this. We really need a shift of paradigm; that is towards the 'paradigm of complexity'. This is the fundamental and foundational corner stone for the new LO. The old paradigm is 'simply' not sufficiently complex. We need a better link between network thinking and complexity thinking to show the effectiveness of complexity for the LO. We take organizations as networks of relations in permanent states of flux and transformation. In our modelling of the network of relationships in flux, we are able to show the potential nonlinear effects over time. These effects are thriving on human interaction within personal relationships, conceived as 'learningful' relationships (Senge, 1990). We need a new, extended causal framework (ECF) to model the extended force structure, considered to be operative in the LO, with hitherto unknown generative forces (Morgan, 1997). With our new modelling of the complexity involved in the LO, we may show how bootstrapping processes may be 'at work' in the LO, operating within bootstrapping configurations of dynamic, interconnected loop networks. With our modelling, we can become knowledgeable about these processes, to show their generative power to produce functional bootstrapping in the dynamic network of a LO. The promising new path of developing a richer sort of LO, then, will be to turn complexity into effective complexity, to make it really advantageous for an organization. Our generative approach of complexity, with new concepts, generative principles and generative mechanisms, may open the space of possibilities in a new world of the possible; that is, of the new LO. The new concept of the LO is a webbed, transitory network of dynamic structures with a webbed architecture and transitory processes between transitory human beings operating in these complex networks. The new paradigm of complexity and the new thinking in complexity are the tools for the 'building' of a surprisingly efficient Learning Organization. This means the creation of a new organizational reality (Morgan, 1997).
