"Unit of one, The Art of Smart," Fast Company, July/August '99, pgs. 85 - 102, edited by Anna Muoio

In this world of vast information the challenge is to unlearn or set aside what we no longer need. To make room for new methods, our assumptions and practices that once worked need to be eliminated.

In this article, several leaders reflect on change, learning, and unlearning assumptions. To uncover deeply ingrained assumptions, John Seely Brown, Chief Scientist for Xerox in California, meets every Friday with his team to reflect on the weeks' work, what went well and what didn't and what can be learned. He videotapes the meetings so he can watch himself and improve on keeping the conversation open and keep people talking - no matter their message. By observing meetings, he learns and unlearns, challenges his assumptions, and continually tries to improve.

Dee W. Hock, CEO Emeritus of Visa International, believes that we don't really unlearn anything, rather put the information we know to the side. He says that we are what we learn and we can't unlearn that. Unconsciously, our perspective distorts everything and keeps us from seeing things in new ways. When the world changes, and doesn't fit our model, we get stressed. Rather than alter our perspective, we try to get others to conform to it. We need to understand our assumptions or we'll never change. Hock advises us to question them and put them in a 'mental attic' with the things you know that are no longer so.

"Change is not about understanding new things or having new ideas: it's about seeing old things with new eyes from a different perspective," according to Hock. It's not about reorganizing, "it's about reconceiving" and creating a whole new order. He realizes that it's a risk to question your identity and sense of value, but the change that results is exhilarating. I really appreciate his outlook on change.

It's important to rethink our assumptions and how we go about doing things. Claude Bernard, a French psychologist, was quoted saying: "It's what we think we know already that often prevents us from learning." Everyone learns in a different way. People need to unlearn or break old habits. In training actors, Robert Easton who works with actors' dialects in Hollywood, teaches each person he trains differently. Each learns in a different way, just as all learners do. It takes a good teacher to recognize how each person learns. "The most relevant thing about yesterday is not what you did, but how you did it," according to Jeffrey B. Swartz, President and CEO of Timberland Co. He believes that success relies solely on our ability to learn. As a leader, he realizes that he doesn't always have to be right. He leaves people alone and trusts that they'll come up with suitable solutions. This creates a learning environment. Rather than making decisions in crisis, people involved need time to tell their solution.

I need to unlearn, open up, and challenge my assumptions. I get stuck thinking things are working and don't need to be questioned. I don't really like change. Sometimes I forget the importance of how we get there rather than putting top priority on the solution. Taking risks and questioning assumptions is important. In my job, I don't always have to be right and have all the answers. I can look to the group of Master Gardeners, people in my position in other counties, extension staff, and community resources. I need to continue to learn from people.

Unlearning is difficult. The one thing that was most difficult for Philip Bigler, the 1998 National Teacher of the Year, was to unlearn how to teach. Once he learned to let kids explore learning themselves and how to get from point A to B on their own, he realized that the knowledge they gain is richer. His advice is, "you can't be an effective teacher unless you're a constant learner."

In our transformative learning class, I discovered that we, as teachers, are more important than our technique. What we stand for, who we are, and our values are all very much a part of the learning experience. All knowledge is re-invented and re-created. Through critical reflection we consider and question our beliefs and actions. We reflect and make a commitment to change, becoming more effective teachers and learners. To learn, to change, to grow, we open up, listen, and critically reflect on our beliefs.

-- Anonymous, August 24, 1999

Answers

Excellent summary and analysis. Your discussion about this article in relation to your job was very forthright and insightful. Well done!

-- Anonymous, August 26, 1999