How do we conceptualize the process of learning in public development organizations which are designed to deal with only articulated, aggregated and persistent demand from the clients. I have listed in this paper some lessons which have been culled from the experience of 'developmental deviants 'or' 'Organizational Insurgents'. Several propostions have been listed which point to the need for further research in collaboration with the administrators and development managers. Barriers to learning have been identified along with the ways by which learners can generate experiential knowledge. International aspects of learning have been given precedence over the individual aspects. It is argued that generating choices for actions both for poor and the development managers without creating capacity amongst them to exercise these choice will impair the learning abilities of both.