Many organizations have difficulties finding the necessary balance between execution and development of the same task. The phenomenon causes conflicting demands on an organization’s resources and can be identified as ambidexterity. In practice, the ambidexterity dilemma has been seen in the discussion of work meetings, which in some situations not are as effective as expected. Even if there has been a lot of research on the ambidexterity dilemma there are still a lack of studies on internal processes during interactions in work meetings (micro practices) according to different tasks. The purpose of this article is to explore how interaction during work meetings can be organized and managed in order to improve work meetings and stimulate learning for ambidexterity when dealing with the duality between the execution and development of a task. The overall question to be answered is – How can the execution and development of a task become an integrated part of the learning processes of individuals and groups? As theoretical framework Dewey’s and Ellströms theories of learning is used as a filter when analysing the interaction in video filmed meeting in an industry. The results indicate that execution and development are two different, equally important logics, in agreement with previous research. This study indicates that the two logics might need to be separated in time and space to become integrated in the minds of individuals and groups. The duality between execution and development becomes a whole when the same people are dealing with both dimensions of the task. The way an organization can meet human power is to ensure that people in the organization get involved in both execution and development but at different times and in different spaces to avoid the two logics interfering with each other.