The aim of this study is to explain and design a model linking three-level organizational learning and the crisis management cycle in in-service training with a focus on organizational resilience. Considering its objective, the research is applied, and in terms of implementation, it is qualitative and based on thematic analysis. The statistical population of the study consisted of 22 experts and specialists in the fields of educational management, organizational learning, and crisis management. The sampling method was purposive and snowball sampling. The data collection instrument was a semi-structured interview. Data analysis was conducted using thematic analysis, including open and axial coding, with the assistance of ATLAS.ti software. The findings showed that the reconfiguration of in-service training can be explained in three phases: preparedness, control, and learning. Specifically, identifying weak signals through new technologies in the preparedness phase, transforming field knowledge into training scenarios in the control phase, and decentralized management combined with a shared organizational language play key roles in strengthening learning and preventing organizational forgetting. The results indicate that existing in-service training programs, due to their emphasis on superficial learning, are not sufficiently effective in crisis conditions. To enhance organizational sustainability, these programs must move toward deep, experience-based, and scenario-based learning. Achieving this requires a managerial shift toward future-oriented approaches and the use of modern technologies in human capital management.