Mindful Unlearning in Unprecedented times: Implications for Management and Organizations

Abstract

Crises trigger both learning and unlearning at both intra-organizational and inter-organizational levels. This article stresses the need to facilitate unlearning for effective crisis management and shows how we could use mindfulness practice to enhance unlearning and transformative learning in a crisis. This study proposes the conceptualization of mindful unlearning in crisis with different mechanisms to foster unlearning in three stages of crisis (pre-crisis, during-crisis, and post-crisis). These mechanisms include mindful awareness of impermanence and sensual processing (pre-crisis stage), mindful awareness of interdependence and right intention (crisis management stage), and mindful awareness of transiency and past experiences (post-crisis stage).

Learning from Neighbors: The Spatial Spillover Effect of Crisis Learning on Local Government

“…Research in crisis learning is emerging [47][48][49][50], and relevant prior research has provided an important foundation for this study. Still, there is room for further expansion as follows: First, from a methodological perspective, most of the existing crisis learning research is based on discursive induction and case-based deduction [51,52], with case descriptions, textual analysis, and empirical summaries, thus lacking a concrete understanding of positivism.…”