Introducing a ‘stop-doing’ culture: How to free your organization from rigidity

Klammer, Adrian and Grisold, Thomas and Gueldenberg, Stefan,(2019), Introducing a ‘stop-doing’ culture: How to free your organization from rigidity. , Business Horizons, UNSPECIFIED

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Individuals and organizations cannot learn perpetually. Managers should be aware that unlearning becomes necessary to discard obsolete and outdated mental models, assumptions, behaviors, or routines. We investigated new product development teams and interviewed change consultants to explore the phenomenon of unlearning in real-life contexts. We particularly focus on examples of cases in which these steps have been used and implemented successfully. In order to make room for new knowledge and foster innovations more efficiently, we identify and suggest four critical steps managers can introduce to help their employees unlearn: creating situational awareness, providing islands of temporal and spatial freedom, encouraging an error-forgiving and stop-doing culture, and reducing the influence of old knowledge over time. Fostering unlearning can prevent rigidity and stagnation while opening up room for innovation. This article adds an important practical dimension to the mainly theoretical ideas in the field of unlearning and provides strong implications for managers and other practitioners.
Keywords : Organizational unlearning; Innovation; Rigidity; New product development; Situational awareness; Process improvement, UNSPECIFIED
Journal or Publication Title: Business Horizons
Volume: 62
Number: 4
Item Type: Article
Subjects: Manajemen
Depositing User: Endhar Priyo Utomo
Date Deposited: 26 Dec 2019 03:59
Last Modified: 26 Dec 2019 03:59

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