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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): ๐˜๐—ผ ๐—น๐—ฒ๐—ฎ๐—ฟ๐—ป ๐—บ๐—ฎ๐˜† ๐—ฟ๐—ฒ๐—พ๐˜‚๐—ถ๐—ฟ๐—ฒ ๐˜๐—ผ ๐˜‚๐—ป๐—น๐—ฒ๐—ฎ๐—ฟ๐—ป.


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

ยท ๐˜๐—ผ ๐—ฐ๐—ต๐—ฎ๐—ป๐—ด๐—ฒ ๐—ฝ๐—ฟ๐—ฒ๐˜ƒ๐—ถ๐—ผ๐˜‚๐˜€ ๐—ฎ๐˜€๐˜€๐˜‚๐—บ๐—ฝ๐˜๐—ถ๐—ผ๐—ป๐˜€, ๐—ฏ๐—ฒ๐—น๐—ถ๐—ฒ๐—ณ๐˜€ (which are the core of a companyโ€™s culture)


ยท ๐—ป๐—ฒ๐˜„ ๐—ธ๐—ป๐—ผ๐˜„๐—น๐—ฒ๐—ฑ๐—ด๐—ฒ is the starting point to experiment with innovative approaches to completing the journey to the organisation culture.


ยท ๐—น๐—ฒ๐—ฎ๐—ฟ๐—ป๐—ถ๐—ป๐—ด ๐—ถ๐˜€ ๐—บ๐—ผ๐—ฟ๐—ฒ ๐—ฒ๐—ณ๐—ณ๐—ฒ๐—ฐ๐˜๐—ถ๐˜ƒ๐—ฒ, ๐—ณ๐—ฎ๐—ฐ๐—ถ๐—น๐—ถ๐˜๐—ฎ๐˜๐—ฒ ๐—ฎ๐—ฐ๐—ฐ๐—ฒ๐—ฝ๐˜๐—ฎ๐—ป๐—ฐ๐—ฒ ๐—ฎ๐—ป๐—ฑ ๐˜๐—ต๐—ฒ ๐—ฎ๐—ฑ๐—ผ๐—ฝ๐˜๐—ถ๐—ผ๐—ป ๐—ฝ๐—ต๐—ฎ๐˜€๐—ฒ๐˜€ in the change management process.


The winning views about effective learning are based on double-loop learning: ๐˜๐—ต๐—ฒ๐—ผ๐—ฟ๐˜†, ๐—ฝ๐—ฟ๐—ฎ๐—ฐ๐˜๐—ถ๐—ฐ๐—ฒ, ๐—ฒ๐˜…๐—ฝ๐—ฒ๐—ฟ๐—ถ๐—ฒ๐—ป๐—ฐ๐—ฒ, ๐—ฏ๐—ฟ๐—ถ๐—ป๐—ด ๐—ฐ๐—ต๐—ฎ๐—ป๐—ด๐—ฒ ๐—ฏ๐—ฒ๐—ต๐—ฎ๐˜ƒ๐—ถ๐—ผ๐˜‚๐—ฟ ๐˜„๐—ถ๐˜๐—ต ๐—ฝ๐—ฒ๐—ฟ๐—ณ๐—ผ๐—ฟ๐—บ๐—ฎ๐—ป๐—ฐ๐—ฒ๐˜€ ๐—บ๐—ฒ๐—ฎ๐˜€๐˜‚๐—ฟ๐—ฒ๐—ฑ ๐—ฎ๐—ป๐—ฑ ๐—ฟ๐—ฒ๐˜ƒ๐—ถ๐—ฒ๐˜„๐—ฒ๐—ฑ ๐—ฎ๐—ป๐—ฑ ๐˜๐—ต๐—ฒ๐—ป ๐—ฐ๐—ต๐—ฎ๐—ป๐—ด๐—ฒ ๐—ถ๐—ป ๐—ฏ๐—ฒ๐—น๐—ถ๐—ฒ๐—ณ๐˜€. 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 ๐‘ฐ๐’๐’…๐’Š๐’—๐’Š๐’…๐’–๐’‚๐’ ๐’–๐’๐’๐’†๐’‚๐’“๐’๐’Š๐’๐’ˆ ๐’‘๐’“๐’๐’Ž๐’๐’•๐’†๐’” ๐’ˆ๐’“๐’๐’–๐’‘ ๐’–๐’๐’๐’†๐’‚๐’“๐’๐’Š๐’๐’ˆ ๐’˜๐’‰๐’Š๐’„๐’‰ ๐’‡๐’Š๐’๐’‚๐’๐’๐’š ๐’“๐’†๐’”๐’–๐’๐’•๐’” ๐’Š๐’ ๐’๐’“๐’ˆ๐’‚๐’๐’Š๐’”๐’‚๐’•๐’Š๐’๐’๐’‚๐’ ๐’–๐’๐’๐’†๐’‚๐’“๐’๐’Š๐’๐’ˆ.


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



ใ‚ณใƒกใƒณใƒˆ


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