  Previous research on organizations often focuses on either the individual,
team, or organizational level. There is a lack of multidimensional research on
emergent phenomena and interactions between the mechanisms at different levels.
This paper takes a multifaceted perspective on individual learning and
autonomous group formation and adaptation. To analyze interactions between the
two levels, we introduce an agent-based model that captures an organization
with a population of heterogeneous agents who learn and are limited in their
rationality. To solve a task, agents form a group that can be adapted from time
to time. We explore organizations that promote learning and group adaptation
either simultaneously or sequentially and analyze the interactions between the
activities and the effects on performance. We observe underproportional
interactions when tasks are interdependent and show that pushing learning and
group adaptation too far might backfire and decrease performance significantly.
