Unlearning – what the latest research actually says

The Oxford Review Research-Based Guide to Unlearning
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Unlearning – what the latest research actually says
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There is a lot of theory, opinion and speculation about the concept of unlearning. In particular one often sees a process like learning and unlearning and learning again being proposed. This is not just confined to ideas around learning and development but also organisational development.

However is this process of learning and unlearning and learning again actually real? Do we really need to unlearn things before we learn again?

 

What does the the latest research actually say about unlearning?

 

There has been a fairly constant and consistent interest over the past few years in the ideas of unlearning, and how to unlearn in both the popular and research literature. The idea of unlearning has firmly entered the organisational development rhetoric as well as that of individual human learning.

The Oxford Review has just published a 14 page special report which looks at the very latest research evidence around the whole issue of unlearning. Get up-to-date with what the latest research is actually saying – it is probably different to what you may believe or have been told.

 

Contents

  • Unlearning: The latest research
  • Background
  • Criticism
  • The psychological origins of unlearning
  • Theory Change and Unlearning
  • Unlearning in the organisational development and management literature
  • Parenthetical learning
  • New research on unlearning
  • What is there evidence for?
  • Conclusion
  • References

To find out what the very latest research has to say about unlearning click here

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David Wilkinson

David Wilkinson is the Editor-in-Chief of the Oxford Review. He is also acknowledged to be one of the world's leading experts in dealing with ambiguity and uncertainty and developing emotional resilience. David teaches and conducts research at a number of universities including the University of Oxford, Medical Sciences Division, Cardiff University, Oxford Brookes University School of Business and many more. He has worked with many organisations as a consultant and executive coach including Schroders, where he coaches and runs their leadership and management programmes, Royal Mail, Aimia, Hyundai, The RAF, The Pentagon, the governments of the UK, US, Saudi, Oman and the Yemen for example. In 2010 he developed the world's first and only model and programme for developing emotional resilience across entire populations and organisations which has since become known as the Fear to Flow model which is the subject of his next book. In 2012 he drove a 1973 VW across six countries in Southern Africa whilst collecting money for charity and conducting on the ground charity work including developing emotional literature in children and orphans in Africa and a number of other activities. He is the author of The Ambiguity Advanatage: What great leaders are great at, published by Palgrave Macmillian. See more: About: About David Wikipedia: David's Wikipedia Page

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