Internet Learning Volume 4, Number 1, Spring 2015 | Page 133

Internet Learning Journal – Volume 4, Issue 1 – Spring 2015
affordances of unlearning will gradually emerge within the social and collective behaviors
of large companies/organizations and in turn, to employees; therefore making unlearning a
necessity rather than an option in our competitive world.
The concept of unlearning is intrinsically bound to the concept of change. Shaner
(2010) believes learning leaders must first discover the level of knowledge a potential
employee already possesses before trying to change their existing beliefs and habits.
Therefore, first and foremost, in order to benefit from unlearning, we first need to unearth
old roots. Shaner explains further by stating that “senior management often makes the
mistake of trying to teach learners without first asking important questions such as ‘What
are those habits? Where is the cynicism when it comes to change programs?’ The designers
of the learning initiative have to understand where the student is at any given time”. He
argues that biologically, we cannot entirely unlearn something, but we can put effort into the
assimilation of new learning and training, with the provision to replace old ideas with new
ones.
Oftentimes, having previous information serves as a barrier to change. Leaders need
to first assess this information, and then based upon this assessment, try to implement new
patterns. Patterson (Kerry Patterson, co-founder of VitalSmarts) argues that employees have
“years of cognitive mass that are counter to what you’re telling them. They won’t do what
you ask, and rightfully so. You need to first demonstrate why (they) need to change.”
To easily understand the importance of unlearning and relearning in the corporate
sector, it may help to pose common, everyday situations whereby a company is acquired by
another company and employees are urged to unlearn the ways of their previous positions in
order to become part of the new company. Similarly, when modifying business strategies,
companies that invest in the time and money to integrate the unlearning and relearning
process into on-boarding training of new employees will clearly reap the benefits in the long
term. In short, the core concept is that in order to learn new skills, it is necessary to let the
old ways of doing things, go.
CONCLUSIONS
Learning, unlearning and relearning requires on-going training and assessment or
self-regulation. Either a company seeks to change the behavior(s) of an employee or seeks
change at the organizational level, and needs to clearly articulate the goals of such
unlearning. To successfully drive organizational change, leadership--no matter the trade,
discipline, field or sector must be mindful to ensure that those who they are leading clearly
understand the collective mission and vision of the organization, but even further the drivers
behind the change, but to further understand the drivers behind the change and what is
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