Abstract
To change, organizations need to learn new methods of action. To change, old organizations also need to unlearn old models of action. In this article, we use the concept of organizational unlearning to make some sense of a process of change studied at a shipyard in Western Norway. New models of action emerged as alliances were formed, creating a change in communicative practices. These practices reshaped the way people defined their situations, in turn changing their behaviours. This made them relate to each other differently.A description of the circumstances surrounding a productivity campaign is used as a starting point to discuss the role of organizational unlearning in organizational learning and change. The following types of question are addressed: How were the alliances formed? Why was it imperative to change communicative practices? How did they change behaviour? What consequences did it bring about for new models of action in the organization? What lessons from organizational unlearning can be seen as valuable in accomplishing change in settings like this?
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
