The concept of the learning organization may provide a different window through which to view strategic lock-in. Provided—of course—it is actually aware of changes in its external environments, the ability of an organization to learn, adapt, and perhaps even shape a changing environment, hinges on ability to exert strategic decision making, which depends in turn on its resources and the "embeddedness" of its routines. The article on Overcoming Roadblocks to Learning, available at http://www.adb.org/publications/overcoming-roadblocks-learning, identifies a good dozen obstacles to learning for change (in a certain type of public sector organization). Given the number of roadblocks that may be at play, many of which often have to do with history, it is not easy to flag one particular measure or proxy. But defining roadblocks, however numerous they may be, is half the battle to removing them—it might make them part of the solution instead of part of the problem.