Perspectives on the Relationship Between Unlearning and Intentional Forgetting in Organizations

This chapter explores organizational unlearning and intentional forgetting as crucial for adaptation and innovation. It distinguishes between the two concepts: Unlearning is a radical, strategic process linked to double-loop learning, focused on questioning mindsets and enabling radical innovation during the ideation phase. It involves discarding outdated routines and knowledge. Intentional forgetting, on the other hand, is an incremental, operational process tied to single-loop learning, refining processes and behaviors during the evaluation phase. The chapter discusses how mental sets, rigidity, and inertia hinder change. It provides examples from servitization, manufacturing, and public administration to emphasize the importance of unlearning and intentional forgetting. The authors present experimental findings that show the impact of factors like clarity, time pressure, and convenience on intentional forgetting and demonstrate the need for supportive environments. Results also emphasize the role of individual characteristics like retentivity and self-efficacy. The chapter concludes by suggesting that unlearning and intentional forgetting should be viewed as a continuum rather than separate choices, and understanding their interplay is essential. Change managers need to be aware of individual differences and should design change processes to support both concepts.