As organizations prepare for the new year, attention naturally shifts to new strategies, new goals, and new priorities.
What often gets overlooked is what needs to be unlearned.
Research on organizational culture, particularly Edgar Schein’s work, reminds us that culture is sustained by deeply embedded assumptions — many of which were formed in response to past success or crisis. Over time, these assumptions harden into “the way we do things,” even when they no longer serve the organization.
Under pressure, many organizations unlearned balance and relearned survival:
- Speed replaced quality
- Availability became a proxy for commitment
- Silence was mistaken for agreement
Before the new year begins, leaders should ask:
- What behaviours did we reward that no longer align with our values?
- What practices did we normalise under pressure?
- What assumptions are outdated for where we are going next?
Culture does not change through new initiatives alone. As Schein argues, culture shifts when leaders actively challenge and replace old assumptions. Unlearning is uncomfortable — but it is often the most critical work of renewal.