Estimated studying time: 3 minutes
I’ve been seeing a couple of articles not too long ago about “unlearning”. There was one from Lifehacker titled “What You Ought to ‘Unlearn’ to Truly Succeed at Work” and the one other from Harvard Enterprise Overview that was targeted on “Redesigning How We Work”.
Whereas the HBR article wasn’t completely targeted on unlearning, the dialog about hybrid work jogged my memory that organizations shouldn’t anticipate workers to easily unlearn every thing they’ve been doing for the previous three years with a snap of the fingers. We’ve developed new habits and methods of getting issues finished. Workers must be given time to unlearn and relearn.
Then it occurred to me that organizations actually don’t spend a lot time instructing unlearning. And possibly it’s time we begin. The very first thing that got here to thoughts after I consider unlearning is utilizing one thing like Lewin’s Change Mannequin (unfreeze – change – refreeze). You could possibly even name it unlearn – apply – relearn.
In the course of the UNLEARN part, workers notice they should change their conduct. This might occur a few methods. First, the group decides they’re going to implement a brand new coverage, process, or course of. Or second, the worker realizes that one thing they at the moment do doesn’t work anymore. Both means, the worker must be taught a brand new means of doing one thing.
Instance: Let’s say we handle a restaurant. Simply employed a brand new server. The server has expertise at a number of native eating places. However they should be taught our restaurant’s processes, insurance policies, and procedures. The brand new server must unlearn the best way they did issues at their former employer and relearn our system, whereas nonetheless understanding the ideas of restaurant service.
Within the PRACTICE part, the worker receives schooling and coaching on the brand new exercise. They’re given a possibility to apply. This might happen in a proper coaching atmosphere (like classroom coaching) or informally in on-the-job coaching. Workers are nonetheless given time to regulate to the brand new means. It’s doable they could make errors.
Utilizing our new server instance, it’s doable that they could mess up how they key in a buyer’s order as a result of their former employer’s system was completely different. Or they could ask some questions on “Properly, what do I do if a buyer does ABC? As a result of at my final job, we did this.” Truthfully, this may very well be very useful. Asking questions means the worker is considering unlearning and what behaviors they need to preserve utilizing.
Lastly, the RELEARNING part permits the worker to maneuver ahead with the brand new conduct. It’s necessary that managers present help, teaching, and suggestions to let the worker know the way they’re doing. If the worker will begin to be held accountable for “understanding” the brand new conduct, the supervisor wants to inform them.
Our new server is doing an important job and hasn’t had any errors recently. Whereas we can not anticipate every thing to be good, each the supervisor and the brand new server really feel comfy that efficiency expectations have been communicated and educated. Transferring ahead, the server can be anticipated to observe the corporate’s efficiency commonplace.
Organizations is perhaps very tempted to inform workers “Efficient tomorrow, right here’s the brand new process.” and never give anybody an opportunity to unlearn the outdated process. Not solely does unlearning create buy-in for the change however it provides workers an opportunity to apply, which might enhance their total efficiency. And isn’t that what organizations need – good worker efficiency? As a result of good efficiency = good bottom-line.
Picture captured by Sharlyn Lauby whereas exploring the streets of Havana, Cuba
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