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Leading people and communities through change: the case for unlearning

Becker, Karen L. & Karayan, John E. (2005) Leading people and communities through change: the case for unlearning. Journal of Interdisciplinary Studies, 18(1), pp. 121-130.

Abstract

Organisations impact on the community in which they operate, particularly in regionally-based organisations. Therefore, when significant organisational changes are being designed and implemented, it is critical to consider the likely impact on the community. In many cases, the individuals involved and sometimes entire communities are being confronted with changes that question their long-held beliefs and basic assumptions. In this situation, simply encouraging a "new way of doing things" is insufficient, and the more recently recognised issue of unlearning becomes particularly relevant. This paper utilises as an example two regionally-based organisations located in the same town, considers the impact of change at the individual, organisational and community level, and advocates the need for unlearning.

Impact and interest:

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ID Code: 10627
Item Type: Journal Article
Additional Information: The contents of this journal up until 2003 can be freely accessed online via the journal’s web page (see hypertext link).
Additional URLs:
Keywords: unlearning, organisational change, individual change, communities, organisational behaviour
ISSN: 0899-5281
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Human Resources Management (150305)
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Copyright Owner: Copyright 2005 (The authors)
Deposited On: 09 Nov 2007
Last Modified: 05 Jan 2011 23:34

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