This study examines how public officials who have completed a one semester two-credit systems thinking graduate course consider how systems thinking training affect their way of thinking and daily administration behavior. Additionally, this study also focuses on how these public officials perceive the barriers to adopting systems thinking for the improvement of organizational learning in the public sector. This study employs a self-evaluated survey as the research method. The research results demonstrate that, after finishing the systems thinking course, questionnaire respondents request more from leaders to clarify organizational goals and to provide incentives for members to bring up innovative ideas. Meanwhile, respondents believed that they considered communication and teamwork important more than before taking the course. However, respondents appeared not to highly value their own role in achieving organizational goals, and to doubt their own willingness to incorporate new ideas into daily routines. Additionally, public officials believe that organizational leaders lack concepts and practice of systems thinking, and public organizational inertia, thus leading to the failure of systems thinking practice to improve organizational learning. This study provides suggestions for systems thinking course design based on the survey results.