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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): 饾榿饾椉 饾椆饾棽饾棶饾椏饾椈 饾椇饾棶饾槅 饾椏饾棽饾椌饾槀饾椂饾椏饾棽 饾榿饾椉 饾槀饾椈饾椆饾棽饾棶饾椏饾椈.


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

路 饾榿饾椉 饾棸饾椀饾棶饾椈饾棿饾棽 饾椊饾椏饾棽饾槂饾椂饾椉饾槀饾榾 饾棶饾榾饾榾饾槀饾椇饾椊饾榿饾椂饾椉饾椈饾榾, 饾棷饾棽饾椆饾椂饾棽饾棾饾榾 (which are the core of a company鈥檚 culture)


路 饾椈饾棽饾槃 饾椄饾椈饾椉饾槃饾椆饾棽饾棻饾棿饾棽 is the starting point to experiment with innovative approaches to completing the journey to the organisation culture.


路 饾椆饾棽饾棶饾椏饾椈饾椂饾椈饾棿 饾椂饾榾 饾椇饾椉饾椏饾棽 饾棽饾棾饾棾饾棽饾棸饾榿饾椂饾槂饾棽, 饾棾饾棶饾棸饾椂饾椆饾椂饾榿饾棶饾榿饾棽 饾棶饾棸饾棸饾棽饾椊饾榿饾棶饾椈饾棸饾棽 饾棶饾椈饾棻 饾榿饾椀饾棽 饾棶饾棻饾椉饾椊饾榿饾椂饾椉饾椈 饾椊饾椀饾棶饾榾饾棽饾榾 in the change management process.


The winning views about effective learning are based on double-loop learning: 饾榿饾椀饾棽饾椉饾椏饾槅, 饾椊饾椏饾棶饾棸饾榿饾椂饾棸饾棽, 饾棽饾槄饾椊饾棽饾椏饾椂饾棽饾椈饾棸饾棽, 饾棷饾椏饾椂饾椈饾棿 饾棸饾椀饾棶饾椈饾棿饾棽 饾棷饾棽饾椀饾棶饾槂饾椂饾椉饾槀饾椏 饾槃饾椂饾榿饾椀 饾椊饾棽饾椏饾棾饾椉饾椏饾椇饾棶饾椈饾棸饾棽饾榾 饾椇饾棽饾棶饾榾饾槀饾椏饾棽饾棻 饾棶饾椈饾棻 饾椏饾棽饾槂饾椂饾棽饾槃饾棽饾棻 饾棶饾椈饾棻 饾榿饾椀饾棽饾椈 饾棸饾椀饾棶饾椈饾棿饾棽 饾椂饾椈 饾棷饾棽饾椆饾椂饾棽饾棾饾榾. 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 饾懓饾拸饾拝饾拪饾挆饾拪饾拝饾挅饾拏饾拲 饾挅饾拸饾拲饾拞饾拏饾挀饾拸饾拪饾拸饾拡 饾拺饾挀饾拹饾拵饾拹饾挄饾拞饾挃 饾拡饾挀饾拹饾挅饾拺 饾挅饾拸饾拲饾拞饾拏饾挀饾拸饾拪饾拸饾拡 饾挊饾拤饾拪饾拕饾拤 饾拠饾拪饾拸饾拏饾拲饾拲饾挌 饾挀饾拞饾挃饾挅饾拲饾挄饾挃 饾拪饾拸 饾拹饾挀饾拡饾拏饾拸饾拪饾挃饾拏饾挄饾拪饾拹饾拸饾拏饾拲 饾挅饾拸饾拲饾拞饾拏饾挀饾拸饾拪饾拸饾拡.


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



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