Embracing Change: The Need to Unlearn for Technological Advancement

For Employees To Learn New Technology, They Need To Unlearn Old Habits

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Whether I teach in higher education or train corporate teams, I notice the people who struggle most with new technology rarely struggle because the tool is difficult. They struggle because their minds drift toward ways of working that feel familiar. Golf has always been my favorite example because anyone who has taken a lesson after years of swinging incorrectly knows exactly how hard it is to fix your form. Your body keeps wanting to go back to what it learned first. Technology adoption works the same way. Companies often assume the issue is a lack of skill, yet the deeper challenge comes from the routines that employees relied on for years. Research in cognitive psychology has shown that unlearning is harder than learning because it asks people to release patterns that once helped them succeed and rebuild confidence in situations that no longer feel predictable. When leaders wonder why adoption takes longer than expected, the answer usually has to do with the comfort of those older habits.

Why Is Unlearning More Difficult Than Learning?

Unlearning requires people to let go of thinking styles and routines that once served them well. After a behavior becomes automatic, the brain stores it as a shortcut, and stepping away from that shortcut feels uncomfortable. People naturally reach for what feels familiar because it gives them a sense of steadiness. When employees look at a new tool, they automatically compare it to the one they used before and move toward the version they believe they can trust. There is also the emotional side. People take pride in what they know how to do. Their confidence comes from years of building expertise, so when old methods no longer apply, it can lead to frustration or worry about losing the skills they worked hard to develop. Many hesitate to ask questions because they do not want anyone to think they are falling behind. That hesitation is about protecting the sense of competence they earned over time.

How Does Unlearning Old Habits Overcome Barriers To Using New Technology?

Old habits shape how employees interpret new tools. If someone spent years in environments where accuracy depended on following strict procedures, a system that encourages exploration can feel risky. If they built their success around documenting everything manually, they may question whether automation will overlook something important. I saw this when computers first entered the workplace. People who had spent years organizing information in hanging folders found comfort in something they could touch. Many felt that learning a digital system took too much time and wondered whether the change was worth it. Imagine if companies still had to dig through drawers of paper today. That resistance came from people wanting to stay with what felt safe.

The same thinking appears with AI-driven tools. Employees who relied on step-by-step instructions can feel lost when a system offers suggestions instead of firm directions. Others try to carry shortcuts from old systems into new ones and then discover those shortcuts lead to errors. These reactions are not a sign that employees are unwilling to adapt. They simply reflect how strong old habits can be when people are under pressure.

I often see this in higher education as well. Universities regularly update their learning platforms, and instructors who spent time creating specific keystrokes to speed up grading suddenly have to adjust to a system with entirely different functions. The routines they worked so hard to streamline disappear in a single update. They are not rejecting the new technology but responding to the loss of efficiency that once helped them keep up.

What Can Leaders Do To Help Teams Unlearn Outdated Patterns?

Leaders can help by acknowledging that unlearning is part of any transition. When employees understand that change includes letting go of older habits, they feel more comfortable asking for support. Research consistently shows that people stay more open to learning when they see challenges as a normal part of the process rather than as a sign of weakness. Leaders who give employees room to practice, explore, and experiment without worrying about judgment create environments where people take more initiative and adjust faster.

Guidance also matters. Employees want to understand which older habits no longer fit the current goals. When leaders explain the reason behind a change and show how the new approach makes work easier, the shift feels more manageable. I often encourage teams to picture what their workday will feel like once the new habits settle in. People respond to that because they can see the benefit for themselves. Any good sales professional learns early on that people trust an idea when they understand what is in it for them, and the same logic applies when adopting new technology.

How Can Organizations Support Unlearning At Scale?

Organizations make the most progress when they design training around behaviors rather than lengthy lists of features. Employees want to know how the tool affects their decisions, how it changes their workflow, and when to rely on automation versus their own judgment. Thinking about the behavioral side of training helps people see the benefits for themselves.

Support systems make a difference as well. Employees often feel more comfortable asking questions privately or in small groups. Many learn best by talking through their confusion with colleagues who face the same challenges. Those conversations create a sense of reassurance that makes it easier to let go of older habits.

Organizations can also learn a lot by watching how employees behave after training ends. Completion rates do not tell leaders whether the technology is being used effectively. Observing how people apply the tool during real work provides that insight. Leaders can look for patterns such as whether employees bypass automation, add unnecessary manual steps, or hesitate to trust system recommendations. These behaviors highlight where employees need additional help.

The Clear Value Of Unlearning

Unlearning has become one of the most meaningful capabilities in today’s workplace because it helps people move through constant change without losing confidence. When organizations support employees as they let go of older routines and develop new ways of thinking, they build a workforce that feels ready for future tools and expectations. Leaders who appreciate the importance of unlearning help teams adapt with less stress and more curiosity. Companies that prioritize this capability build workforces that stay flexible, engaged, and prepared for whatever comes next.