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PANORAMIC PERSPECTIVE

UNLEARNING – THE ART OF LETTING GO

I n the earlier issues, we have been talking about chasing goals, appraisals, reviews etc. all in the context of getting
ahead and seeking to reach the level we covet. It is important, at this juncture, to understand and internalize the
art of letting go. We can get to the next stage only when we let go of our present position.
We are living in changing times where VUCA world is a standard vocabulary. We are experiencing disruptions like never
before, from the most unexpected sources, and terms like gig economy, skill economy, etc. keep making rounds and demand
from us continuous learning of them. For which, unlearning takes the center stage. This just
does not involve unlearning skills and knowledge that we have, but more importantly the
frame works and attitudes that we work from. As Alvin Toffler implied that the illiterate
of the coming times are not those who cannot read and write but those who don’t learn,
unlearn and relearn.
The situation and circumstances for our initial learnings could no more be valid in the changed
present the same things look different in the new light. Unlearning is and should be pursued
as an empowering process that helps change our paradigm. Unlearning is not something that
can be achieved in a day but is a process that unfolds with time. Letting go of what we know
and giving way to new ideas and ways demands persistent effort with the acceptance that our
current knowledge is not enough.
We are comfortable with this reality in our physical journeys. If we need to
get to Mumbai, we must move from Bangalore. However, in our personal,
professional and organizational journeys, it is paradoxical that we want to Unlearning is not something that
reach somewhere but do not want to move. can be achieved in a day but is a process
that unfolds with time. Letting go of
An organization is an actual living entity made by individuals. How what we know and giving way to new
one impacts and shapes the other is complex to decipher, and it is in this ideas and ways demands persistent
context that the culture of the organization is critical and on which the effort with the acceptance that our
success is built. Purpose, Vision, Mission and Values like fostering respect, current knowledge is not enough.
encouraging diversity and creativity, embracing failure, evaluating risks, TK Ramesh
and adapting holistically and truly can be major differentiators. Hence, in Managing Director
these days of change and learning, organizations must wisely encourage Micromatic Machine Tools Pvt Ltd
choosing among alternative models or paradigms, and consciously help
their human resources unlearn to learn.
The views expressed by the author are personal and he can be contacted at rameshtkr@gmail.com

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