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Studies of organizational learning have found that military organisations can benefit from developing organizational learning. Successful implementation of organizational learning exists in the Israeli army. This study analyses the organizational learning capability of the Swedish army. By adopting the organizational learning capability theory by Visser and applying it to data collected through both documents and interviews, this study investigates the possible harmony and dissonance between the data. The findings discovered that while there is compatibility in two out of four dimensions, which is interpreted as the Swedish army having a good baseline to build their organizational learning; it also ascertained that there is a large dissonance regarding knowledge conversion. This is seen as a probable inhibitor for the implementation of organizational learning in the Swedish army. Specifically, is the lack of education in knowledge conversion seen as a large threat to the organization successfully implementing organizational learning. The study contributes to the research field with a comparison of the normative level and reality; in this it contributes with an understanding of which parts can be considered to facilitate and inhibit organizational learning. Furthermore, it gives the Swedish Army several recommendations to accelerate their capabilities in organizational learning.