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Purpose “Unlearning” is discussed as an additional perspective or supplemental strategy for managers/leaders to consider when addressing cynicism in organizations. The article is not intended to be definitive. The aim of this paper is to generate ideas and encourage further exploration amongst practitioners and scholars regarding the feasibility of this perspective. There are a number of plausible explanations for the origin of cynicism, including the notion that cynicism is learned. As anything that is learned can also be unlearned, “unlearning” seemed to be a compelling perspective worthy of further exploration. Design/methodology/approach A targeted literature review of cynicism (with a specific focus on some of the more salient and well-respected research) was utilized to develop a conceptual overview of cynicism, a discussion of key causes/antecedents of cynicism, and common symptoms of cynicism. Select literature was also reviewed relative to the concept of “unlearning”. These varied sources were then synthesized into a framework that outlined the premise of “unlearning” applied to cynicism in organizations. Findings This article focuses on the attitudinal dimension of cynicism, discussing “unlearning” as a possible method for addressing cynicism that can be used to supplement, but not necessarily replace, other methods that have proven effective. Originality/value Cynicism in organizations has received notable research attention. This article contributes to this important topic by exploring “unlearning” as a supplemental approach or perspective for addressing cynicism with the intent of generating ideas and encouraging further exploration of the feasibility of this approach.

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PurposeThe purpose of this paper is to offer possible perspectives on pursuing organizational recovery given the current level of intensity in the global economic environment.Design/methodology/approachThe suggested approaches offered in this article are presented from a pragmatic perspective. While empirical support for these approaches can be found in the literature, some of the conclusions drawn in the paper were not validated empirically.FindingsLeaders and managers could easily become discouraged by the ongoing barrage of negative press associated with global economic struggles. This article offers leaders and managers five simple approaches for possible consideration in addressing organizational recovery.Social implicationsThe approaches summarized in this article are presented in an optimistic manner, with the intention of providing a renewed sense of hope for those leaders attempting to redirect the efforts of their organizations.Originality/valueThe paper offers a succinct and practical perspective on basic approaches organizations can pursue in the quest for economic recovery.