Objectives: To explore an organizational change model of a hospital initiated by a Learning Organization (LO), and to induce factors that will facilitate the fulfillment of both short-term goals and long-term visions. Methods: A longitudinal case study was implemented at a hospital that had six years of prior interactions with a LO, and qualitative data analysis was performed on the learning history, interview transcripts, observation notes and meeting records. Results: (1) The continuation of a LO is due to the steering committee's practice of alignment between the promotion of the LO and the organizational goals. (2) Then, the learning capacity of a LO is expanded through team-learning projects, which promote organizational development and the shift of organizational change to different phases. (3) In the transformational process, difficulties are encountered because the facilitators must face impediments arising from interactions between new organizational learning tools and organizational contexts. A necessary task is for change agents to monitor the periodic effects of change and ensure that the change activities meet the demands of medical quality control, so that change can be compatible with an organization's mission and performances. Conclusions: The process model of adaptation, learning, and re-transformation calls for the continuous application of the LO concept to the hands-on practices of a hospital and makes a learning organization accessible.