Learning has ever been a promising practice for dealing with challenges and crises, and organizational learning has become a favorite answer on how to respond to ever changing, complex and disruptive environments. However, it seems as if established practices and routines of organizational learning, even those known as agility today, cannot produce learning outcomes that enable organizations to sustainably cope with challenges and multi-crises at hand. This article takes a transdisciplinary look at both elements of organizational learning, the organization and the learning process. This leads to supplementary aspects for new learning outcomes: exploring a third, higher level of learning and reflection can enable the organization to grow beyond itself, both beyond its current self-understanding as well as beyond their ways of acting and working together, thus co-creating and shaping the environment around by coping with their experience and challenges.