Abstract

PurposeWhile many approaches in the field of unlearning aim at describing, understanding or explaining the “what” and/or “how” of unlearning, this paper aims to focus on the “where-to” and the goal of unlearning. In many cases, unlearning starts off with a specific result or goal in mind. This paper suggests that such an approach has to be challenged in the context of a highly complex and uncertain world and to introduce a mode of unlearning following a strategy of future-oriented open-endedness.Design/methodology/approachThis conceptual paper draws on (both theoretical/philosophical and empirical) interdisciplinary evidence from a wide variety of fields, such as organization studies, organizational (un)learning, systems theory, cognitive science and innovation studies.FindingsIt turns out that open-endedness in unlearning processes plays a central role, especially if we are confronted with high levels of uncertainty and complexity. In such an environment, following a strategy of co-becoming with an unfolding environment and with an emergent goal seems to be more promising than aiming at a preconceived (un-)learning goal.Originality/valueThe unlearning literature provides various approaches to what unlearning is and how it can be executed. However, understanding the actual goals and outcomes of unlearning and how these goals are identified and determined is a rather under-researched field. In many cases, they are preconceived in advance finding their realization in new forms of knowledge, assumptions, belief systems, values or routines. This paper challenges this strategy and addresses the gap of how it is possible to unlearn toward an uncertain future. This has an impact on the process of unlearning itself; it has to be reframed and understood as an open-ended strategy for identifying emerging future potentials, purposes and goals in a process of co-becoming with an unfolding future.

Highlights

  • IntroductionRoutines, as well as rule- and knowledge systems reign large parts of our economy and, our organizations and businesses, these organizations are permanently facing exogenous change, high levels of uncertainty and volatility and

  • This paper addresses the gap of how it is possible to unlearn toward a future that is open-ended and unfolding in uncertainty and unpredictability

  • Instead of downloading past experiences (Scharmer, 2007) or engaging in an active process of unlearning and reacting, we propose to enter into a mode of “non-action,” listening and observing

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Summary

Introduction

Routines, as well as rule- and knowledge systems reign large parts of our economy and, our organizations and businesses, these organizations are permanently facing exogenous change, high levels of uncertainty and volatility and. The Learning Organization Vol 26 No 5, 2019 pp. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode

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