Learning and Unlearning to change behaviours and shape Culture

In a continuously changing world where the knowledge required changes fast, learning becomes fundamental. There could be a problem that could prevent the change of the way of working (behaviours): 𝘁𝗼 𝗹𝗲𝗮𝗿𝗻 𝗺𝗮𝘆 𝗿𝗲𝗾𝘂𝗶𝗿𝗲 𝘁𝗼 𝘂𝗻𝗹𝗲𝗮𝗿𝗻.

It can result obvious: make space for something new. However, it can be seen that unlearning also helps to:

· 𝘁𝗼 𝗰𝗵𝗮𝗻𝗴𝗲 𝗽𝗿𝗲𝘃𝗶𝗼𝘂𝘀 𝗮𝘀𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻𝘀, 𝗯𝗲𝗹𝗶𝗲𝗳𝘀 (which are the core of a company’s culture)

· 𝗻𝗲𝘄 𝗸𝗻𝗼𝘄𝗹𝗲𝗱𝗴𝗲 is the starting point to experiment with innovative approaches to completing the journey to the organisation culture.

· 𝗹𝗲𝗮𝗿𝗻𝗶𝗻𝗴 𝗶𝘀 𝗺𝗼𝗿𝗲 𝗲𝗳𝗳𝗲𝗰𝘁𝗶𝘃𝗲, 𝗳𝗮𝗰𝗶𝗹𝗶𝘁𝗮𝘁𝗲 𝗮𝗰𝗰𝗲𝗽𝘁𝗮𝗻𝗰𝗲 𝗮𝗻𝗱 𝘁𝗵𝗲 𝗮𝗱𝗼𝗽𝘁𝗶𝗼𝗻 𝗽𝗵𝗮𝘀𝗲𝘀 in the change management process.

The winning views about effective learning are based on double-loop learning: 𝘁𝗵𝗲𝗼𝗿𝘆, 𝗽𝗿𝗮𝗰𝘁𝗶𝗰𝗲, 𝗲𝘅𝗽𝗲𝗿𝗶𝗲𝗻𝗰𝗲, 𝗯𝗿𝗶𝗻𝗴 𝗰𝗵𝗮𝗻𝗴𝗲 𝗯𝗲𝗵𝗮𝘃𝗶𝗼𝘂𝗿 𝘄𝗶𝘁𝗵 𝗽𝗲𝗿𝗳𝗼𝗿𝗺𝗮𝗻𝗰𝗲𝘀 𝗺𝗲𝗮𝘀𝘂𝗿𝗲𝗱 𝗮𝗻𝗱 𝗿𝗲𝘃𝗶𝗲𝘄𝗲𝗱 𝗮𝗻𝗱 𝘁𝗵𝗲𝗻 𝗰𝗵𝗮𝗻𝗴𝗲 𝗶𝗻 𝗯𝗲𝗹𝗶𝗲𝗳𝘀. Things work or can be improved.

Thus, unlearning happens by questioning knowledge, practices, and even values (transformative unlearning) through an iterative process of practising the learning with experimentation, enabling the verification and removal of previous assumptions connected with old values.

And it is worth remembering that 𝑰𝒏𝒅𝒊𝒗𝒊𝒅𝒖𝒂𝒍 𝒖𝒏𝒍𝒆𝒂𝒓𝒏𝒊𝒏𝒈 𝒑𝒓𝒐𝒎𝒐𝒕𝒆𝒔 𝒈𝒓𝒐𝒖𝒑 𝒖𝒏𝒍𝒆𝒂𝒓𝒏𝒊𝒏𝒈 𝒘𝒉𝒊𝒄𝒉 𝒇𝒊𝒏𝒂𝒍𝒍𝒚 𝒓𝒆𝒔𝒖𝒍𝒕𝒔 𝒊𝒏 𝒐𝒓𝒈𝒂𝒏𝒊𝒔𝒂𝒕𝒊𝒐𝒏𝒂𝒍 𝒖𝒏𝒍𝒆𝒂𝒓𝒏𝒊𝒏𝒈.

To measure how the learning and the unlearning are effective, applying new knowledge in new processes connected to pursuing new competitive advantages will show the achievement of the agreed-upon goals.

In TRANSFORAGE, we are proud that our approach to learning/ unlearning is backed by the research