TO LEARN OR UNLEARN…THAT IS THE QUESTION · concept from psychology was imported to flourish in...

TOLEARNORUNLEARN…THATISTHEQUESTIONElizabethSmullPaulKaraman III

OVERVIEWOFUNLEARNING

• Nounifiedtheory• “Understandinginvolvesbothlearningnewknowledgeanddiscardingobsoleteandmisleadingknowledge”(Hedberg,1981)

• “...theprocessofreducingoreliminatingpreexistingknowledgeorhabitsthatwouldotherwiserepresentformidablebarrierstonewlearning.”(Newstrom,1983)

• “Unlearningissimplytheprocessbywhichfirmseliminateoldlogicsandbehaviours andmakeroomfornewones.”(Prahalad &Bettis,1986)

• “Unlearningisaprocessthatshowspeopletheyshouldnolongerrelyontheircurrentbeliefsandmethods”(Starbuck,1996)

©InternationalInstituteforRestorativePractices2

Windeknecht &Delahaye,(2004)

OURINTRODUCTIONTOUNLEARNING

• MotivationalInterviewing• BarrierstoLearningMotivationalInterviewing:ASurveyofMotivationalInterviewingTrainers’Perception(2014)

• HarvardBusinessReview• WhytheProblemwithLearningisUnlearning(2016)


UNLEARNING:METAPHORRATHERTHANTHEORY


• Howells&Scholderer,(2016)• Forgetunlearning?Howanempiricallyunwarrantedconceptfrompsychologywasimportedtoflourishinmanagementandorganizationalstudies

VIDEO:BACKWARDSBRAINBICYCLE

• BackwardBrainBicycle


SMALLGROUP

• Whatisyourbackwardbicyclepersonally?

• Whatisyourbackwardbicycleorganizationally?


THEORYTOPRACTICE

• “Healthandhumanservingsystemleadersarediscardingtheoldways

ofdoingbusinessinfavorofnewapproachesthatareinnovative,

efficient,effective,andresponsivetotheneedsanddemandsofa

dynamicandrapidlychangingsociety.Weareshiftingfromareactive

andcrisis-orientedservicesdeliverymodeltoonethatfocuses

“upstream”andbetterenablesallofustolivetoourfullpotentialand

tomoreeffectivelyidentifyandaddressrootcauseswhenwedo

encounterroadblocksalongtheway.”(AmericanPublicHealthand

HumanServicesAssociation,November2016)


LEARNINGORGANIZATIONANDUNLEARNING

• SystemsThinking

• PersonalMastery

• MentalModels

• SharedVision• TeamLearning

• PeterSenge (1990)


LEARNINGORGANIZATIONANDUNLEARNING

• Recognizetheoldmentalmodelisnolongerrelevantoreffective

• Findorcreatenewmodelthatcanbetterachieveyourgoals

• Ingrainthenewmentalhabits

• (Bonchek,2016)


BLENDINGOFRESTORATIVEPRACTICESANDMI


Directing Guiding

Following

IMPLEMENTATION:ORGANIZATIONALCHANGEWINDOW


TIMELINE

• 2011- Agencywideprofessionaldevelopment

• October2015– Begandevelopinga2dayprofessionaldevelopmenteventblendedMotivationalInterviewingandRestorativePractices.

• February2016– EngagedtheCSF/Buxmont StaffaboutMIandimplementation

• May2016– TeambuildingaboutMISPIRIT

• July2016- 2dayprofessionaldevelopment

• September2016– BoosterSpirit

• October2016- 2dayprofessionaldevelopment

• October2016– BoosterSpirit

• February20172dayprofessionaldevelopment

• April2017– Booster

• June2017– CoachesIdentified

• 2016-2017Schoolyear- monthlyobservations

• August2017Coachesidentifiedandtrained

• August2017BoostercreatingPLGforteamstofollow.


COMMUNITYSERVICEFOUNDATION/BUXMONTACADEMY• 47Fulltimeemployeesand79Parttimeemployees

• Non-profitfoundedin1977• 6privateacademicschools(1elementary,5middle/highschool)

• Referralsfromschooldistrictsandjuvenilecourt

• 3fosterhomes

• Licenseddrugandalcoholoutpatientprogram

• Restorativereportingcentersasanalternativetoplacement

• FamilyGroupDecisionMaking

• RestorativeConferences

• Referralsfromjuvenilecourtandchildwelfare


FIRSTYEAROBSERVATIONS

• Initiallythefocuswasstrictlyobservation• Specificallylookingfordemonstrationofthespirit,alignmentwithRP,andcoreskills

• GavefeedbacktoMIconsistentandinconsistentlanguage

• Identifiedthemes

• Variedmotivationandskilllevelsfromsitetosite

• Lackofleadershipsupport• Multipleinitiativeseducationandcounseling

• Counselorswantedtangibleprompts(MICards)


LESSONSLEARNED

• Leadership,leadership,leadership• Morestrategicaboutcoding

• Moreintentionalaboutlearninggroups

• Homework

• Besupportiveandcurioustoissuesofcomplacency

• Capitalizedonearlyexcitement


SUCCESSES

• 2dayprofessionaldevelopment

• IntroducingMItotherestorativepracticescommunityandvisaversa

• Trainingcompliance

• Codingwithimmediatefeedbackandreflection

• Hearing:“Gladyouarehere,Ihavesomequestions”

• IncorporatingMIgoalsinemployeeevaluations

• Curiosityfromstaff

• PresentingattheInternationalConferenceonMotivationalInterviewingconference

• Coaching


LOOKINGFORWARD

• IntroducingMItoteachersJulyandAugust

• CoachestrainingAugust• CodingRPandMI

• Leadershipandsupervisiontraining• ExploringMIandgroupdynamics

• Includeourstudentsinbuildingskillsets• ApplyingallwelearnedfromICMI


REFERENCES


Bonscheck,M.(November3,2016).Whytheproblemwithlearningisunlearning.HarvardBusinessReview,November,1-3.

Hedberg,B.(1981).HowOrganizationsLearnandUnlearn.InP.Nystrom&W.H.Starbuck(Eds.),HandbookofOrganizationalDesign(Vol.1).London:CambridgeUniversityPress.

Howells,J.&Scholderer,J.(2016).Forgetunlearning?Howanempiricallyunwarrantedconceptfrompsychologywasimportedtoflourishinmanagementandorganizationalstudies.ManagementLearning,47(4),910-934.DOI:10.1177/1350507615624079

Newstrom,J.W.(1983).TheManagementofUnlearning:Explodingthe''CleanSlate''Fallacy.TrainingandDevelopmentJournal,37(8),36.

REFERENCES


Prahalad,C.K.,&Bettis,R.A.(1986).TheDominantLogic:Anewlinkage betweendiversityandperformance.StrategicManagementJournal(1986-1998),7(6),485.

Schumacher,J.A.,Masdson,M.B.,&Nilsen,P.(October,2014).Barrierstolearningmotivationalinterviewing:asurveyofmotivationalinterviewingtrainers’ perception.JournalofAddictions&OffenderCounseling,35,(81-96.

Senge,P.M.(1990).TheFifthDiscipline:TheArt&PracticeoftheLearningOrganization.Sydney:RandomHouse.

Starbuck,W.H.(1996).Unlearningineffectiveorobsoletetechnologies.InternationalJournalofTechnologyManagement,11(7,8),725.

Windeknecht,K.&Delahaye,B.L.(2004)Amodelofindividualandorganisationalunlearning.InProceedings18thannualConferenceoftheAustralianand NewZealandAcademyofManagement,Dunedin,NZ.

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TO LEARN OR UNLEARN…THAT IS THE QUESTION · concept from psychology was imported to flourish in...

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