Unlearning before Creating new Knowledge: A Cognitive Process.

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Unlearning before creating new knowledge: A cognitive process.
Thomas Grisold
Alexander Kaiser
Julee Hafner
Vienna University of Economics
and Business
Austria
Vienna University of Economics
and Business
Austria
The Chicago School of
Professional Psychology,
Chicago, Illinois, USA
thomas.grisold@wu.ac.at
alexander.kaiser@wu.ac.at
wehaf2talk@gmail.com
Abstract
Recent research expresses serious doubts on the
concept of unlearning. It is argued that knowledge
cannot be discarded or eliminated in order to make
space for the creation of new knowledge. Taking into
account the recent scepticism, we focus on the
cognitive dimension of unlearning and propose an
alternative conceptualization. Considering how far
unlearning can go from a psychological/cognitive
scientific perspective, we propose that unlearning is
about reducing the influence of old knowledge on our
cognitive capacity. This study: (a) investigates the
unlearning process within the cognitive domain and
on an individual level and (b) proposes unlearning
process triggers that detract or facilitate the
knowledge change process, which could subsequently
contribute to unlearning on an organizational level.
1. Introduction
Undoubtedly, unlearning has been attracting
increasing interest in the fields of organizational
learning, innovation, change and crisis management,
and other fields [1], [2]. The general idea is that
organizations must discard knowledge in order to
keep pace with environmental changes and remain
innovative [3].
However, the idea has not been without controversy.
Researchers doubt that there is such a thing as
unlearning. For example, they claim that knowledge
cannot be discarded or eliminated; the concept is
built on wrong premises and its implications are
misleading. They suggest to forget unlearning [4].
In this paper, we want to make a contribution to
the debate circling around various concerns and
explore how we could provide clarification. Our
motivation is to see how unlearning could be used in
order to create new knowledge. We will review
recent critique and see how an alternative view on
unlearning could look like focusing on processes,
which deal with unlearning of old knowledge (and
previous experiences) but at the same time, are not
about discarding or eliminating them. We focus on
unlearning and its role to support knowledge
creation.
The remainder of this paper is organized as
follows. First, we will provide an overview of the
research on unlearning and summarize major points of
critique. We will suggest an alternative view on
unlearning, taking into account how far unlearning can
possibly go. In the third part, we will present a method
that entails a phase of unlearning as defined in section
2. We will describe the results of two experimental
settings and highlight how this new understanding of
unlearning holds in practice. In the discussion section,
we will point to emerging opportunities and discuss
how the research on unlearning could evolve in the
future.
2. Theoretical Background
2.1 Past and current research on unlearning
Interest in unlearning has been increasing since
the 1980s. Drawing on experiments from psychology,
researchers suggested that hindering or obsolete
knowledge should be discarded or eliminated to make
space for the creation of new one [5]. Learning of a
new knowledge base to successfully perform tasks
without errors has become an important focus [6]. As
knowledge changes, the ability to maintain
competitive advantage becomes difficult for both
organizations and employees.
Unlearning has been approached in a variety of
theoretical frameworks. While there is agreement that
knowledge and/or behaviour should require
unlearning, there is continued disagreement about
what it this process actually is. The confusion about
the characteristics of unlearning involves anecdotal
evidence and lacks empirical agreement about the
specifics of the process. Although the term
unlearning is present within many disciplines,
disagreement rests on a lack of a consensus regarding
a clear definition, process understanding and usage of
this term.
In its original sense, as proposed by Hedberg [7],
and Nystrom and Starbuck [5], unlearning refers to
the intentional elimination of knowledge, which is
obsolete and may detract from new knowledge
acquisition [8]–[10]. This approach may be related
with the idea that organizations possess memory and
how this memory can be cleared [11]; an idea, which
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Proceedings of the 50th Hawaii International Conference on System Sciences | 2017
URI: http://hdl.handle.net/10125/41723
ISBN: 978-0-9981331-0-2
CC-BY-NC-ND

remains undeveloped and is still under debate [12].
Furthermore, it has been suggested that
organizational knowledge change processes are
related to learning and unlearning within the
organization [13]. Knowledge change and acquisition
is speculated to involve a “replacement” of prior
knowledge [14], [15]. The idea that an individual
should “eliminate pre-existing knowledge or habits
that would otherwise represent formidable barriers to
new learning” [5, p. 36] has not been established.
Also, it has been proposed that unlearning occurs
when previously held views and attitudes are being
recognized and rethought [16]. In a similar vein,
some authors focus on organizational forgetting [17]–
[19]. As opposed to unlearning, which is an
intentional process, forgetting is a “loss of knowledge
that is not necessarily planned or intended” [17, p.
311].
Some researchers focus on organizational
unlearning involving a number of individuals who
aim at getting rid of distributed knowledge [20], [21],
while others concentrate on the individual context
[22], [23] and partially try to see if they can draw
conclusions or suggestions for the organizational
level [24], [25].
2.2 Critique and Issues
In the following, we highlight three aspects,
which show serious critique on the concept.
2.2.1 Issue 1: Unlearning as discarding or
eliminating knowledge?
In a very recent article, Howells and Scholderer
[4] emphasize that knowledge cannot be unlearnt as it
has been originally proposed in [5], [7]. They argue
that the concept rests on an erroneous interpretation
of psychological experiments, and the term is only
occasionally used for related processes such as
extinction [26]. The authors reason all subsequent
research was built on wrong premises. The term is
not even part of the PsycInfo-database, hence, the
concept does not provide the scientific ground to
which it explicitly refers. They conclude that
researchers should forget unlearning [4].
Can we select specific “pieces” of knowledge to
delete them? In support of the recent critique,
research in psychology, cognitive science and
neuroscience suggests a connectionist perspective on
knowledge and cognition [27], [28]. Thereby,
knowledge is distributed across neural networks
where views, beliefs and behaviours are coherent and
closely entwined [29], [30]. This implies that most
knowledge is implicit and interconnected and it
cannot be simply removed. Discarding or eliminating
knowledge seems only possible if our brain is
seriously damaged by a tumour or an accident and
parts of the neural networks are destroyed [31].
Furthermore, defining unlearning as a process of
discarding or eliminating knowledge evokes the
impression that –once, the process is finished-
knowledge would be gone. However, it (implicitly
and/or partially) remains in the distributed network
and may even be activated after it has been “silent”
for a long time, as it can be seen in people suffering
from traumata or former drug addicts [32].
2.2.2 Issue 2: What is the difference between
learning and unlearning?
As a further point of critique, it is under debate
what the difference between learning and unlearning
is [33]. In its broadest sense, learning is seen to be an
acquisition of new knowledge while unlearning is
thought to be the reduction of old knowledge [34]–
[36]. Individuals or organizations face conflicts
between their knowledge and the environment and to
catch up with external changes, they must get rid of
their old knowledge [36]–[38]. How would this
process be any different than learning? After all,
learning involves periods of reflection where subjects
use meta-cognitive perspectives to see if and to what
extend their knowledge is suitable to perform a task
[39]. For example, Argyris and Schoen [40] suggest
that there are different levels on which learning can
take place; as opposed to single-loop learning, where
subjects slightly adjust and improve their behaviour,
they can also engage in double-loop learning where
they reflect on mismatching experiences between
them and the environment and assumptions, premises
or paradigms are being changed [41], [42]; this refers
to a change (e.g. in theory) and it would resemble to
what many researchers refer to as unlearning [4].
Using the term unlearning to describe phases of
reflection seems redundant, as it would highlight
what learning theories already acknowledge.
Learning and unlearning would be two sides of the
same coin [33].
2.2.3 Issue 3: What should be unlearnt?
Knowledge is a broad term including explicit
and implicit knowledge [43] or declarative and non-
declarative knowledge [44]. However, the term
unlearning is being used for both knowledge types
simultaneously. For example, unlearning is used with
regards to changes in routines and beliefs [21],
routines, habits and cognitive frameworks or
understanding and behaviour [35], [45]. Both
knowledge types are closely connected as our beliefs
and assumptions navigate our behaviour and become
implicit over time [46]. However, they are not the
same. Imagine you are used to take specific route
from the subway station to your office. Eventually, a
colleague tells you that there is a faster route you
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could use. You realize that it is much faster (i.e. you
unlearn your previous assumptions) and you decide
to use the new route. At the same time, you might be
tempted to use the old route for some time as your
behavioural routines have not been affected (e.g.
taking the left instead of the right exit at the station,
etc.). The question is if we should use unlearning for
the two notions of knowledge interchangeably given
there is a lot of confusion regarding the terms in both
theory and practice [47]. Rather, it may be better to
first see what we would need unlearning for in order
to then clarify which level we should consider.
To sum up, unlearning has been attracting
interest in the field (organizational) learning. The
concept goes through serious criticism because (1) it
seem questionable if knowledge can be discarded or
eliminated, (2) there is no clear distinction between
learning and unlearning, and (3) it often remains
imprecise on what level one unlearns.
2.2. Research question and research methodology
Based on the analysis of the unlearning concept
presented in the last section, we can articulate the
following research question:
How can the term unlearning be redefined with
respect to the creation of new knowledge, taking into
account recent critique in literature and thereby,
clarifying the ground for future research?
Research methodology
To answer this research question, we use a
comprehensive literature review to build the
groundwork for an explorative analysis and a
theoretical foundation.
3. Towards a new definition: cognitive
unlearning to create new knowledge
As discussed in section 2, some authors argue
that the term unlearning may be useless and
irrelevant. Existing definitions seem misleading
and/or redundant as they use unlearning and learning
interchangeably.
It could be helpful to reframe the concept and
find a definition, which considers recent critique and
at the same time, implies that we get rid of previous
knowledge in order to improve the capacity to create
new knowledge.
In line with other researcher is in the field of
organizational learning and unlearning, we refer to
knowledge as a capacity that makes (collective)
action possible, i.e. knowledge as a capacity to act
that can be manifested on a cognitive as well as on
behavioural level [18], [48], [49]. Since we
investigate the concept of unlearning in the context of
knowledge creation, we focus on the cognitive level
exclusively and thus, we refer to knowledge as the
explicit and implicit assumptions, beliefs and
hypotheses that allow us to interpret the world and
form the basis for the creation of subsequent
knowledge [50]. We are concerned with the question
of how we can overcome old thinking patterns,
overcome past experiences and get rid of past-driven
thinking in order to create new knowledge [30], [51].
In line with Wittgenstein who noted that we need
words to think in terms of their concepts [52], we will
call for ‘saving’ the term unlearning and reinforce it
to the current research on knowledge creation as this
could guide the focus of current and future research
to enable unlearning of past-driven thinking.
3.1. Past driven learning and thinking
As proposed by research in psychology,
neuroscience and cognitive science, our cognitive
performance is “driven by the past” [51]. Thereby,
our thinking and behaving is always affected by what
we have already learnt [51]. Research in cognitive
science and neuroscience suggests that we interact
with the world by applying cognitive schemata that
have been successful in the past to predict incoming
sensory signals [29]. Over time, our thinking
becomes entrenched by a set of causal beliefs, which
navigate thinking, perception and behaviour; they
underlie most of our assumptions, opinions and
premises. What we see, feel and hear is driven by
top-down processes in the brain, which are dependent
on past experiences; they navigate our cognitive
processes and are being projected on future events
[50], [51], [53].
Learning from the past is well developed and
underlies all major learning methodologies, best
practices and approaches to organizational learning.
Influencing learning theories refer to learning as
experiential learning which is “the process whereby
knowledge is created through the transformation of
experience. Knowledge results from the combination
of grasping and transforming experience” [54, p. 41].
An overview of some past-driven learning theories
can be found in [55] .
3.2. Unlearning as a process to reduce the
influence of old knowledge
We might not be able to discard or eliminate
previous knowledge and we cannot step out of our
knowledge structures and start from a blank slate
[56]. It is argued that our selves are modelled by the
knowledge which we have constructed; this means
that our most inner ideas, assumptions and
perceptions of the world will always guide what we
think and do [57]. Our knowledge provides us with
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regularity and stability [58]. When we speak about
cognitive unlearning and stress its role for knowledge
creation, the question should be how we can free
ourselves from our past. Therefore, unlearning old
knowledge to create new forms of knowledge does
not mean that we would have to eliminate or discard
knowledge but to reduce the past-driven nature of our
cognition to detach from knowledge stemming from
previous experiences, assumptions and beliefs. In
contrast to previous research on unlearning, we do
not suggest that unlearning helps to increase the
memory space for new knowledge. What appears
crucial for the cognitive dimension of unlearning in
order to create new knowledge is that subjects are
free to reduce the influence of previous knowledge
while they are in a process of creating new
knowledge so that they can interpret and interact with
the world that is less determined by their past
experiences and their previous assumptions, beliefs
and proven ways of thinking. Thus, in the context of
knowledge creation, unlearning could be defined as a
process where subjects can overcome their
entrenched ways of thinking and reasoning to
improve their capacity to create of new knowledge.
Therefore, we define cognitive unlearning as a
process where subjects reduce the influence of old
knowledge for the sake of creating new knowledge
and/or patterns of thinking.
This definition seems to resolve the major points
of critique as present in section 2 of this paper. First,
this definition does not imply that old knowledge is
discarded or eliminated but its influence is reduced
for a specific duration. Second, unlearning is a phase
of reducing the influence in order to subsequently
learn new knowledge; thus, the processes differ from
each other. And third, we avoid confusion regarding
the level of unlearning and refer to the cognitive
domain.
Our proposed definition overlaps with previous
approaches claiming that unlearning serves to make
space for the acquisition of new knowledge [36].
However, knowledge cannot be eliminated in binary
way of thinking (i.e. either the knowledge is there or
it is gone) but unlearning can be seen as a reduction
of existing knowledge while creating new
knowledge.
4. Unlearning in practice: presenting a
method and discussing empirical results
Unlearning as detaching from experiences from
the past and existing knowledge could enhance the
capacity of organizations and individuals to create
new knowledge. How can we achieve this in
practice? In the following, we present learning from
an envisioned future as a method to illustrate how
subjects can unlearn the boundaries of their current
knowledge in order to create new forms of
knowledge.
4.1 Unlearning to learn from an envisioned
future
Learning from an envisioned future is a method
which we have been applying to (organizational)
learning processes [59]. Thereby, subjects are guided
into an ideal future scenario and learn from what they
experience there. By projecting themselves in
situations where everything is just perfect and fulfils
their dreams and most inner wishes, they formulate
answers to questions such as “What has happened in
this future scenario that makes it perfect?”, and
“What has ended in this scenario that makes it
perfect?”. They are asked to describe this ideal
situation, what they see and how it feels to be there.
This method is useful for a variety of organizational
learning processes, such as vision development
processes, where members of an organization should
formulate where they want to develop.
Learning from an envisioned future consists of
two phases.
1. In the first phase, participants are encouraged to
overcome what they have experienced in the
past. This is done with a mental time-travelling
guiding them out of their current world-view.
This a phase where subjects unlearn as they
project themselves in a future point of time and
thereby, reduce the influence of old knowledge.
2. In the second phase, they learn after they have
arrived in this ideal future where everything is
possible and just perfect. They interact with this
future, experience how it looks/feels there and at
the same time, they create new knowledge,
which is less affected by previous experiences.
The two phases are depicted in Figure 1.
Figure 1: Unlearning to learn from an
envisioned future
Concepts, such as resistance to change show that
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participants feel uneasy and even anxious when they
are asked to unlearn their common word-view [60].
Therefore, it is essential to provide enabling spaces
[61] allowing participants to feel safe and encouraged
to test and follow paths for the creation of new
knowledge. In a similar vein, Nonaka et al. suggest
the concept of ba (for example [62]) arguing that a
shared space is the foundation for the creation of
(individual and/or collective) knowledge. Providing
such enabling spaces and ba appears particularly
important for the phase of unlearning as it seems that
participants are reluctant and must overcome an inner
burden until they can let their thoughts flow and
themselves go.
Furthermore, a facilitator engages them in a
narrative where they are encouraged to detach from
their implicit knowledge and are gradually guided
into an ideal future scenario [63].
In the following, we will present the results of
two experiments that were done within two
organizational learning processes. In comparing the
outcomes of two conditions (i.e. participants who
created knowledge after a phase of unlearning versus
participants did not unlearn), we show that the
capacity to create new knowledge increases after
reducing the influence of old knowledge.
4.2 Case Study High-School in Austria
The first experiment was part of a larger project
to assess the needs of pupils from a high school in
Lower Austria [64]. Within this project we organized
two workshops with two classes to suggest how their
ideal school would look like in a future point of time.
All pupils were about the same age (17-18 years). In
total, a number of 31 pupils and teachers participated
in the study; 12 pupils and 2 teachers were learning
from an envisioned future after they went through an
unlearning phase (workshop 1), while 17 pupils were
exposed to a learning where they reflected on past
and current experiences to decide what should be
changed today to have an ideal future (workshop 2).
In workshop 1, the class that learnt from an
envisioned future was exposed to a setting to
facilitate the unlearning of their present situation,
previous experiences and current expectations. A
facilitator guided them into a scenario taking place in
the year 2020; the narrative time journey implied that
they were leaving the year 2014 and all doubts and
concerns would become obsolete. This unlearning
phase took up to several minutes and the imagined
time leap was illustrated with Richard Strauss’
Zarathustra; this piece of music has been reportedly
useful for subjects to feel excited and enabled to
imagine that a time travelling takes place. After this
phase of unlearning, the subjects were welcomed in
the year 2020 where they experienced their ideal
school to learn from their imagination. They were
asked to write down what has emerged in this ideal
school, and what has come to an end.
In workshop 2, the pupils were exposed to a
learning setting where they were asked to reflect on
their previous experiences in their school and to
subsequently think of what they would like to change
today in order to have an ideal school in 2020. They
did not undergo a phase of unlearning to
subsequently learn from an envisioned future; they
did not perform a mental time travelling to unlearn.
Similarly, they wrote down what will have emerged,
and what will have come to an end.
Analysis and results
In workshop 1 participants generated a total
number of 369 satisfiers, whereas in workshop 2 the
respective participants generated a total number of
520 satisfiers.
In order to see the differences between the two
conditions, we used the Paradigm Relatedness
Framework to evaluate the novelty of an idea with
regards to the status-quo of a particular system [65],
[66]. Thereby, we can see the extent to which
subjects could unlearn the influence of their previous
knowledge as we can assess to what degree an idea is
in line with the current system. An idea is (1)
paradigm-preserving if it refines the current situation
but the situation itself remains the same; it is a minor
incremental improvement. In contrast, paradigm-
modifying ideas change a current situation by (2)
adding a new element to the context, (3) redesigning
the situation changing the relationship between the
elements, or (4) by transforming the system by both
adding new elements and changing the relationship.
Category 1-ideas are the least innovative ideas while
category 4-ideas are fundamental breaches and
radically innovative. This is depicted in figure 2.
Figure 2: Paradigm-relatedness framework
We randomized the collected data, removed any bias
to see whether they were produced in workshop 1 or
2. In the following, we present examples from the
data set to show how ideas for one paradigm
(teaching) look like for each category.
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• Category 1: Better explanations by teachers
(refining current situation)
• Category 2: New teaching methods (adding new
element to system)
• Category 3: Curriculum is organized as a flexible
module system (changing the relationship
between existing elements)
• Category 4: No attendance at all, pupils can
attend school via Skype (changing relationship of
the elements and adding a new element)
Overall, workshop 1 (WS1) produced more paradigm
modifying ideas compared to workshop 2 (WS2).
WS1 generated 90% of all satisfiers that are ascribed
to category 4 (i.e. containing the suggestions that are
most radical new for the system). Also, the
production of category 3-satisfiers was facilitated as
it is evident with about 65%. Accordingly, unlearning
to learn from an envisioned future produced output
that is more challenging to the status-quo of a social
system and yields a higher degree of novelty. At the
same time, WS2 produced a considerably higher
number of satisfiers that are paradigm preserving, i.e.
that refine the current state of the system, with a
percentage of 65%. Therefore, there is an overall
tendency for providing more moderate and less novel
ideas in a learning taking into account past
experiences. Figure 3 shows the distribution of the
two learning modes for each category.
Figure 3: Distribution of ideas
Figure 4 shows a comparison of both conditions with
respect to the categories 1 to 4.
Figure 4: Distribution of ideas for each condition
The results indicate that subjects produce output
which seems less influenced by current knowledge
and have a higher degree of novelty after they went
through an unlearning phase and subsequently learnt
from their future.
4.3 Case Study Austrian Economic Chamber
The Austrian Chamber of Economics represents
tradesmen and tradeswomen in Austria covering
annual revenue of approximately 80 billion euros. In
2015, we conducted a project to develop a strategy
for the industry section of crafts and trades, which is
one of the seven sectors represented by the Austrian
Chamber of Economics. Within this project, we held
two workshops where we presented a number of
representatives with pre-specified strategic goals and
invited them to develop a set of concrete actions,
which could potentially reach these goals. Similar to
case study 1, the workshop differed in terms of the
utilized learning approaches; in workshop 1, we
asked participants to reflect on their past experiences
and in workshop 2, we asked them to learn from an
envisioned future after going through a phase of
unlearning.
A number of 35 representatives participated in
workshop 1. The main objective was to develop
concrete ideas and actions in order to achieve pre-
specified goals. Participants were exposed to a setting
to facilitate the unlearning of their present situation,
previous experiences and current expectations. A
facilitator guided them into a scenario taking place in
the year 2020. This unlearning phase again took up to
several minutes and the imagined time leap was
illustrated with Richard Strauss’ Zarathustra. After
this phase of unlearning, they were welcomed in the
year 2020 where they experienced and learnt how
their imagined ideas achieved the pre-specified goals.
Workshop 2 had a total number of 18
representatives. The goal was to develop concrete
actions to realize the five predefined goals, by
inviting participants reflect on the current situation as
well as past experiences. A facilitator asked them to
reflect on what has worked and what has not worked
in the past, they were encouraged to formulate ideas,
which they thought had the potential to reach these
goals in the future.
Analysis and results
In workshop 1, participants came up with 62
actions and workshop 2 resulted in 41 actions. We
randomized the collected data of both workshops.
Subsequently, we used the paradigm relatedness
framework.
The analysis reveals that a significant majority of
the actions that were found to belong to category 4,
i.e. the most paradigm-challenging, originate from
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the unlearning and learning from an envisioned
future-condition, as it is evident with 86%. On the
contrary, actions that were suggested in WS2 make
up almost two thirds of category 1, i.e. the least
radical and possibly least innovative category. It has
to be stated that WS1 produced more actions than
workshop 1, which may be due to the higher number
of participants in WS2. However, the distributions in
category 2 and category 3 confirm the trend that
unlearning to learn from an envisioned future leads to
more status-quo challenging actions.
Figure 5: Distribution of the four categories
Figure 6 depicts a comparison of the approach with
unlearning and the approach without unlearning with
respect to the categories 1 to 4.
Figure 6: Distribution of ideas for each condition
Results indicate that going through an unlearning
phase enables people to create new knowledge which
seems to be less influenced by current knowledge.
5. Discussion and conclusion
5.1. Implications for theory and practice
We acknowledge that our definition of unlearning
departs from current definitions. However, current
allegations (as brought forward by Howells and
Scholderer and colleagues) are serious and we argue
that the unlearning concept is in need of an
interdisciplinary approach to clarify how/if it can be
realized. We argue that our definition of unlearning
as reducing the influence of old knowledge for the
sake of creating new one is in scope of what is
possible from a psychological/cognitive scientific
point of view. This is why this definition could
contribute the research on knowledge creation.
At the same time, our definition provides a new
perspective on other research strands in the field of
(organizational) learning where such an unlearning is
an inherent but implicit part of. For example,
Scharmer suggests to learn from the future as it
emerges [67]. He suggests that we should overcome
our current ways of thinking to see potentials which
the environment yields but which we cannot
recognize. A closer look at this idea reveals that it
implicitly entails unlearning as he suggests to suspend
our current thinking patterns and dwell in a state
where we attune to unknown features in the
environment [41].
Similarly, the concept of mindfulness also entails
aspects of unlearning. By taking a non-judging stance
towards our environment, we prevent previous
experiences to be projected on current situations. It
provides a deep, non-conceptual seeing into the
world [68]. This has measurable effects for cognitive
performance; for example, it has been found that
mindfulness improves creative thinking [69] and that
it reduces intentional blindness and improves the
perception of unexpected stimuli in goal-directed
tasks [70].
We reason that our concept of unlearning could
guide researchers to focus on the period where we
overrule our current knowledge and previous
expectations in order to create new knowledge.
Our results reflect that we can reduce the
influence of knowledge on an individual level. How
does unlearning on an individual level interrelate
with organizational unlearning [21], [24]? In the case
of our proposed definition of unlearning, we argue
that the integration of the individual and the
organizational level depends on the purpose of the
overall unlearning/learning process; for example,
when the goal is to develop a new vision for an
organisation, the outcomes of the individual
unlearning/learning process are being merged on the
collective level and thus, the overall output (i.e. the
vision) will have contributed from the reduction of
old knowledge. Unlearning as proposed in this paper
should facilitate the innovation process in general as
it enables organizations to transcend the boundaries
of their current thinking. We propose that this could
be particularly useful for the design of new services,
products and processes in various fields, when the
aim is to create something literally new.
5.3 Limitations and future research
This research provided a better understanding of
the complex process of unlearning and how it may
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consist of a variety of factors that both hinder or
facilitate the creation of new knowledge. The
inherent complexities of unlearning are presently not
well understood, making this study excellent for
continued research.
Future research should complete additional
studies to understand how we can reduce the
influence of old knowledge. Specifically, the
examination of factors that facilitate unlearning may
be of value to organizations attempting to remain
competitive. Categories using different
methodological constructs that add perceptions and
factors of experience in the process may be
determined to clarify the process.
As pointed out in [49], a great challenge for the
research on unlearning lies in the unobservability of
the process. This is no different for our proposed
definition; thus, we highlight that in order to test the
extent to which we can reduce the influence of old
knowledge on our cognitive processes, research may
use a variety of methods that investigate (1) the
process of unlearning, i.e. what is happening on a
cognitive level, and (2) the outcome of learning
processes after the influence of old knowledge had
been reduced, i.e. how does this form of unlearning
contribute to practice. With investigations using
different methodologies, knowledge about various
types of cognitive unlearning could also be further
developed.
We underline that our definition has only been
proposed for the cognitive domain of unlearning.
Could this be relevant for the behavioural domain as
well? Further research should investigate if/how the
influence of old routines and/or habits can be reduced
while new ones are being formed and/or implemented
as this could be particularly relevant for unlearning in
organizations.
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