How to unlearn and change – that is the question!

Rupčić, Nataša

doi:10.1108/tlo-12-2016-0092

Cited by 14 publications

(7 citation statements)

References 5 publications

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“…Questions have been raised regarding: whether the concept of unlearning can be subsumed under the concept of learning; whether it is a precondition of learning, or whether learning and unlearning are distinct types of organizational change (Nguyen, 2017 ; Rupčić, 2017 ); whether unlearning is one type of forgetting (see Figure 1 and Nguyen, 2017 ); and whether unlearning is the discarding of obsolete and misleading knowledge or the abandoning of any knowledge without evaluating the status of the knowledge (Hislop et al, 2014 ; Nguyen, 2017 ). Unlearning is mainly considered as an organizational reaction to a threat or serious crisis (Starbuck, 2017 ), turbulence (Morais-Storz and Nguyen, 2017 ) or exogenous disruption or destabilizing triggers (Fiol and O'Connor, 2017a , b ).…”

Section: Organizational Forgetting and Its Facetsmentioning

confidence: 99%

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Intentional Forgetting in Organizations: The Importance of Eliminating Retrieval Cues for Implementing New Routines

Kluge

Gronau

2018

Front. Psychol.

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To cope with the already large, and ever increasing, amount of information stored in organizational memory, “forgetting,” as an important human memory process, might be transferred to the organizational context. Especially in intentionally planned change processes (e.g., change management), forgetting is an important precondition to impede the recall of obsolete routines and adapt to new strategic objectives accompanied by new organizational routines. We first comprehensively review the literature on the need for organizational forgetting and particularly on accidental vs. intentional forgetting. We discuss the current state of the art of theory and empirical evidence on forgetting from cognitive psychology in order to infer mechanisms applicable to the organizational context. In this respect, we emphasize retrieval theories and the relevance of retrieval cues important for forgetting. Subsequently, we transfer the empirical evidence that the elimination of retrieval cues leads to faster forgetting to the forgetting of organizational routines, as routines are part of organizational memory. We then propose a classification of cues (context, sensory, business process-related cues) that are relevant in the forgetting of routines, and discuss a meta-cue called the “situational strength” cue, which is relevant if cues of an old and a new routine are present simultaneously. Based on the classification as business process-related cues (information, team, task, object cues), we propose mechanisms to accelerate forgetting by eliminating specific cues based on the empirical and theoretical state of the art. We conclude that in intentional organizational change processes, the elimination of cues to accelerate forgetting should be used in change management practices.

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Section: Organizational Forgetting and Its Facetsmentioning

confidence: 99%

“…whether learning and unlearning are distinct types of organizational change (Nguyen, 2017 ; Rupčić, 2017 );…”

Section: Organizational Forgetting and Its Facetsmentioning

confidence: 99%

Intentional Forgetting in Organizations: The Importance of Eliminating Retrieval Cues for Implementing New Routines

Kluge

Gronau

2018

Front. Psychol.

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“…However, the question of how to realize organizational unlearning has received scant attention. Paraphrasing Rupčić (2017) in “How to unlearn and change—that is the question!,” we highlight numerous interventions that can be applied in different stages of the organizational unlearning process. Specifically, our findings indicate cues and triggers that might be associated with the recall of established knowledge structures, including the role of transparency and communication, or coherence of the feedback provided.…”

Section: Discussionmentioning

confidence: 99%

Two forms of organizational unlearning: Insights from engaged scholarship research with change consultants

Grisold

Klammer

Kragulj

2020

Management Learning

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Following recent calls to extend our understanding of organizational unlearning, we gain empirical insights into how the process unfolds in practice. Based on the findings of a study with change consultants in Europe, we conceptualize two forms of organizational unlearning. First, open-ended unlearning refers to instances where organizational knowledge is intentionally discarded, but the outcomes of the change process are not known. Second, goal-directed unlearning refers to situations where organizations implement specified knowledge structures that are incompatible with established ones. We also find that both forms of organizational unlearning necessitate preparatory work and interventions that increase their likelihood to succeed. Outlining the implications of the organizational unlearning concept in organizational practice contributes to a better understanding of existing research. We further discuss implications for theory and outline avenues for future research.

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“…Given the need to better understand resilience, Rupčić (2017) shows that organizations must move from the paradigm of responding to the crisis and find ways to adapt towards an organizational paradigm or behavior whereby resistance is reinforced by continuous metamorphosis. Organizational resilience to Rupčić (2017, p.128) is, therefore, "introducing change before the need for change becomes obvious, difficult to manage and threatens the survival of the organization.…”

Section: Resilience: Its Relation With Adaptationmentioning

confidence: 99%

“O Tempo Ruim Vai Passar”: O Risco De Morte E a Proteção De Jovens Moradores De Periferia Envolvidos Em Contextos De Violência

Carvalho¹,

Ferreira²

2019

A Produção Do Conhecimento Nas Ciências Sociais Aplicadas 3

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CIP) (eDOC BRASIL, Belo Horizonte/MG) P964 A produção do conhecimento nas ciências sociais aplicadas 3 [recurso eletrônico] / Organizador Willian Douglas Guilherme. -Ponta Grossa (PR): Atena Editora, 2019. -(A produção do conhecimento nas ciências sociais aplicadas; v. 3) Formato: PDF Requisitos de sistema: Adobe Acrobat Reader Modo de acesso: World Wide Web Inclui bibliografia ISBN 978-85-7247-294-4

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How to unlearn and change – that is the question!

Cited by 14 publications

References 5 publications

Intentional Forgetting in Organizations: The Importance of Eliminating Retrieval Cues for Implementing New Routines

Intentional Forgetting in Organizations: The Importance of Eliminating Retrieval Cues for Implementing New Routines

Two forms of organizational unlearning: Insights from engaged scholarship research with change consultants

“O Tempo Ruim Vai Passar”: O Risco De Morte E a Proteção De Jovens Moradores De Periferia Envolvidos Em Contextos De Violência

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