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All right, so today we are going to be unlearning. Those of you who like learning can leave because we're not going to be learning anymore.
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We're going to be talking about the challenge of change, and I would like to break your brains this morning.
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So let's do this. If you would look at this, all right, and in the top left corner look at that directional word and tell me what it should say.
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What should it say? Up, correct! Everybody, what should it say? Up!
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Yeah, all right. So we are all, as a wonderful big Ruby hash rocket ACR family, going to do it together and say the correct directional words going across. All right, here we go. One, two, three.
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Nice! Give yourselves a high-five for all the mistakes and all the glory. Yes!
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All right, our environment in which we live and work demands us to unlearn so that we can shift and make room for something new.
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So I'm Jessie Shternshus. I'm the owner of The Improv Effect. Mike Marian said I started working probably 11 years ago, over a decade ago.
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One of my very first clients in technology was Hashrocket. So I started with them when they were first starting as well.
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I work with companies big and small worldwide, helping them with communication, collaboration, and creative problem-solving.
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My unlearning journey has been very long and it's continuing to this day.
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Before I started my company, I was a teacher. I worked in the school system here in Duval County and before that, I worked in television for Sesame Street.
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I've done a lot of different things, and when I decided to start my company, I wanted to put everything I loved together.
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I wanted to help people learn the skills that I knew and help them be better communicators, better leaders, and so on.
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Last year, I got to speak in Australia at Agile Australia, and they had a lot of these signs.
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You might see those in the UK as well, they drive on the opposite side of the street.
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So, I was talking about unlearning, trying not to get run over, and a couple of my friends and I were speakers from the States.
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We called an Uber, and we thought it was going to be okay. The Uber arrived, and we were like, 'Okay, mission accomplished.'
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There were four of us and all of a sudden my friend Sarah said, 'Okay, I'll sit shotgun, I'll sit up front.'
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She goes to open the door and is like, 'Ah!' and the driver is like, 'Ah!' He thought he was going to be mugged.
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She was going to sit on his lap because he wasn’t in the correct seat in her mind.
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He didn’t know why she was about to sit down, so she slams the door back on him.
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He's like, 'Oh my god, what's going on?' Clearly, we didn’t unlearn fast enough.
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So she went around and sat in the right seat, and we were laughing hysterically because it was hilarious.
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Also, we were stupid Americans! Unlearning is all around us.
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It’s hard, but it is a way of life, right? Shifting is a way of life.
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So what is unlearning? When we learn, we add new skills or knowledge to what we already know.
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When we unlearn, we step outside of our mental model in order to choose a different one.
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We discard something learned that’s false or outdated information from our memory.
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It looks something like this: 'Oh, it used to work but not anymore.'
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There are three levels of unlearning that happen in organizations. It occurs on three levels: individual, team, and organizational.
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There are also two types of unlearning: one where no habits are formed and another where habits are formed.
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For instance, if you were to give me a book about rocket science, I might learn something.
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However, I personally would have no problem forgetting it.
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If you told me to buckle my seatbelt, my parents were pretty good at that. Even though I grew up in the '80s, they made sure I buckled my seatbelt.
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So, I do it without even thinking. This would be something harder to unlearn.
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In fact, a few years ago, we had a hurricane here in Jacksonville. We lost our power during Hurricane Matthew.
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Even though I consciously knew we had lost our power, every time I went into a room, I would constantly flip the light switch.
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It’s just something habitual; I’d go in the room, flip the light switch, even though I knew we didn’t have power.
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By the time I finally realized, 'Oh, don’t turn the light switch, we don’t have power,' we already had our power back.
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So again, not doing a very good job unlearning, but I was trying.
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How many of you have heard this quote: 'It’s just like riding a bike?' You’ve heard that before?
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There’s this awesome video I want to show you a little bit about reverse engineering a bike.
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Welcome back to Smarter Every Day, where you’ve heard people say, 'It’s just like riding a bike.' Meaning, it’s really easy and you can’t forget how to do it, right?
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But I did something that damaged my mind. It happened on the streets of Amsterdam.
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I got really scared, honestly; I can’t ride a bike like you can anymore.
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Before I show you the video of what happened, I need to tell you the backstory.
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Like many six-year-olds with a MacGyver mullet, I learned how to ride a bike when I was really young. I was proud of it.
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Everything changed when my friend Barney called me 25 years later.
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At work, the welders are geniuses and like to play jokes on the engineers.
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He had built a special bicycle and challenged me to try to ride it.
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He changed one thing: when you turn the handlebars to the left, the wheel goes to the right.
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When you turn it to the right, the wheel goes to the left. I thought this would be easy.
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So, I hopped on the bike, ready to demonstrate how quickly I could conquer this.
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Here he is, ladies and gentlemen, Mr. Destin Sandlin's first attempt riding the bicycle.
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Yeah, yeah, I couldn’t do it. You can see that I'm laughing, but I’m actually really frustrated. I had a deep revelation: my thinking was in a rut.
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This bike revealed a very important truth.
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I had the knowledge of how to operate the bike, but I did not have the understanding.
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Therefore, knowledge is not understanding. Look, I know what you might be thinking: 'Destin is probably just an uncoordinated engineer and can't do it,' but that's not the case.
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The algorithm associated with riding a bike in your brain is just that complicated.
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Think about it: downward force on the pedals, leaning your whole body, pulling and pushing the handlebars, gyroscopic precession in the wheels.
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Every single force is part of this algorithm, and if you change any one part, it affects the entire control system.
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I don’t often make definitive statements, but I’m telling you right now, you cannot ride this bicycle.
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You might think you can, but you can’t. I know this because I’m often asked to speak at universities and conferences.
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I take the bike with me, and it’s always the same. People think they’re going to try some trick or power through it.
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It doesn’t work; your brain cannot handle this.
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For instance, I offered this guy $200 just to ride this bike 10 feet across the stage.
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Everybody thought he could do it.
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Whenever you're ready.
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Good, no, no! You have to keep your feet.
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Like just our own Middle Eastern music.
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Keep your feet on the pedal.
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Once you have a rigid way of thinking in your head, sometimes you cannot change that even if you want to.
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Here’s what I did: it was a personal challenge. I stayed out here in this driveway and practiced about five minutes every day.
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My neighbors made fun of me. I had many wrecks, but after eight months this happened.
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One day I couldn’t ride the bike and the next day I could.
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It was like I could feel some kind of pathway in my brain that was now unlocked.
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It was really weird, though; it’s like there was this trail in my brain.
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If I wasn't paying close enough attention to it, my brain would easily lose that neural path and jump back onto the old road.
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Any small distractions at all, like a cell phone ringing in my pocket, would instantly throw my brain back to the old control algorithm.
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But at least I could ride it.
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My son is the closest person to me genetically and he’s been riding a normal bike for three years, which is over half his life.
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I wanted to know how long it would take him to learn to ride a backwards bike.
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So I told him if he learned how to ride a backwards bike, he could go with me to Australia and meet a real astronaut.
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This is how it starts.
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Look at this; this is such a big deal!
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Get up; you got it! Did you see how his brain?
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He, in how many weeks—how long have we been doing this? Two weeks!
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He did something that took me eight months to do, which demonstrates that a child has more neural plasticity, am I even saying that right?
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Than an adult, so other than being a great dad, why did he?
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Well, first of all, there was less to unlearn.
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Also, children approach things in a different way, right? They approach it with curiosity.
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They ask, 'Why? Why? Why?' They have a different way of wanting to learn as well and a lot less to let go.
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While I was researching for this talk, I learned about Einstein.
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I found it interesting that some of the most profound things he learned were in the beginning of his career.
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Even though he was gaining more knowledge, the things he’s most well-known for actually happened in the first few years of his career.
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I think this relates to work. When you think about the newbies, the new people that are onboarded onto your team, a lot of times we disregard what they have to say.
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In reality, we should listen to their perspective because they bring a lot of interesting and innovative ideas.
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They’re new, and they’re not necessarily the experts, so we should be giving them a seat at the table and a voice at the table as well.
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When I would teach improv classes here in Jacksonville, I typically had a group of students who were new to improv and then a group who had done improv before.
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At first, the students who had done improv before seemed to be going faster, but in improv, just like when you're forming a new team in technology or in anything, you really want to create a culture for that team from scratch.
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What would happen is the newer people, who had never done improv before, would rock it past the others.
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At some point, those who had done improv before would plateau, and the newer ones would just rock it way past them.
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This is the same thing you’ll see on teams a lot of times because they’re not shedding the old way of doing things.
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It’s interesting to think about. I like this quote: 'In the beginner’s mind there are many possibilities, but in the expert’s mind there are few.'
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So, if you’re sitting next to someone, I want to do a little exercise.
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You have to be sitting face-to-face, and we’re going to do an exercise called ‘space numbers.’
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So, watch me and Andrew for a second. It’s nothing too awkward, I promise.
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This is what’s going to happen: person number one is going to be drawing numbers in space from one to ten.
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The other person is going to be mirroring them. Andrew, if you’ll come here.
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So, if I do one, you’re just going to mirror my one in space, right? Then I’m going to do two, and you do your best to mirror me.
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If we mess up, we’ll just high-five and move on. It’s just a game; it doesn’t matter.
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We’ll switch, and by the time we get to ten, Andrew will do a one and I’ll mirror him. Let’s go all the way to ten.
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Everybody have a partner? If you don’t, Andrew will be your friend. All right, let’s go!
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Remember to high-five if you mess up; it’s okay!
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Try to go all the way to ten.
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Your brains are messed up; that’s fun! You’re welcome!
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So how many of you did it perfectly? How many of you messed up?
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What was hard about it? It was hard because of different handwriting.
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So how many of you messed up on two? How many messed up on four?
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What happened at four? Yes, closed versus open.
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What about you? You got past four, but seven just killed you. Fancy seven! You’re like, making yours all fancy!
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How could you set your partner up for success? How could you make them successful?
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If I were to have you do it again, how could you tell them ahead of time what you’re going to do?
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Move slowly, right? Did anybody have a partner that was like no-no?
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Imagine if they had done it on a trampoline, that could have been worse!
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So, you want to slow down; you don’t want to show off that you’re so great at space numbers.
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If it’s hard to unlearn how to do one number, like a 2 or a 4 or a 7 backwards, it’s really hard to do a digital transformation.
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It’s really hard to do an organizational transformation and unlearn what people have been doing all along.
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If it’s that hard to do a 4 backwards, have some empathy for what it’s like to unlearn a whole transformation.
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What’s happening in the brain when you’re unlearning?
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When we learn, we form deep neural pathways in our brain, specifically in a part called the basal ganglia.
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I like to think of it visually as a green grassy field.
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If this was a big green grassy field and I was learning something, every day I did something habitually like put on my seatbelt.
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I would walk across the grassy field from point A to point B, so I keep doing that over and over again.
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What’s happening to the grass in the field? It’s getting packed down or killed.
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If I tell myself one day, 'I don’t need a seat belt, I’m going to do something different,' I’m going from A to C.
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I start a new habit of being a rebel, but did the grass grow back overnight? No, it did not.
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Unlearning doesn’t happen overnight.
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With neuroplasticity, it won’t happen right away.
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Think about what’s happening in our brains. Unlearning is hard and long, but it’s necessary.
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Because what got you here won’t get you there.
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Let’s not end up like these poor fellows. That's sad, right?
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So, I want to tell you a story about when I was working for the Florida School for the Deaf and Blind.
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There’s a school here in St. Augustine that had reached out to my company, The Improv Effect.
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They asked if we could work with their students in high school who were in a job readiness program.
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They wanted help teaching them some skills using applied improvisation to get them better at communicating.
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My first thought was no. I thought everything we do relies on eye contact, and the students they wanted us to work with were visually impaired.
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To be truthful, I was nervous. I had never worked with a population of visually impaired students before, and I didn’t know how to do it.
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So, I made this excuse in my mind that it wouldn’t work. Luckily, I decided to take the risk and figure it out.
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I eventually said yes because it turned out to be one of the best jobs I’ve ever had.
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These students taught me a ton, and they were incredible.
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We worked with them over five different summers, so remember that sometimes you can make assumptions in your mind.
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It might not work out, but it could actually lead to something good.
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Now let’s take a self-awareness selfie and examine our beliefs.
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Do I need to think, behave, or do something in a new way?
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Is there previous learning preventing me from thinking, behaving, or doing things in a new way?
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For instance, the story I just told you, where I got blocked and said, 'Oh no, I can’t do it, it's impossible to do without sight.' I was wrong.
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Is what I'm trying to learn a threat or challenge to my identity, or how I see myself or the world?
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Would trying harder give me the results I'm looking for, or might it create more entrenchment?
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There’s no mind harder to change than one that's been hugely rewarded for not changing.
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Think about yourself or other people in your organizations. People you know who have been rewarded for doing something a certain way.
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Why would they want to change if all along they've been rewarded for doing it differently?
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Unlearning is all around us; it’s when we go somewhere else, it’s a new programming language, it’s the new design.
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It’s new furniture, new computers, new banking systems; we’re constantly having to unlearn.
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How many of you are familiar with this sign? Yes!
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How do we know what gender that sign is supposed to be? By what they wear, right?
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Have you seen this? My friend Tonya Catan was asked to do a marketing campaign.
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She was given the task to find something we all see and recognize and shift our way of thinking.
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So, she picked the bathroom sign and thought, 'What if it were never addressed? What if it were a cape?'
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This became a really popular movement.
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If you go to 'It Was Never Addressed' you can see all these different people wearing capes and doing different things with the signs.
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It’s a fantastic movement she started, reminding us to question things we take for granted.
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What if we did? What if we stepped back and said, 'What if it was something different?'
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So, let’s do some of our own.
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Is this a man throwing something in the trash or a juggler giving up on his lifelong dreams?
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What do you think this is? What could this be?
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A guy about to ship himself somewhere? Yes, that’s whiplash!
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What else? A magic trick? What about him putting a box on a dolly?
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Who’s he dancing with? He’s dancing with a refrigerator.
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Yes! It’s a teapot going up the attic stairs! The sign said pull.
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Let’s do another one. What’s this?
00:22:04.120
Drop the mic! I don’t think we need any more after that. Just bacon!
00:22:11.950
Okay, cool. So how do we become unlearning organizations?
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An organization that cannot unlearn will never become a learning organization.
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Transformation is not a transactional activity; it's ongoing and changes over time.
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When I get a call saying, 'Hey, we're having challenges in our organization, nobody gets along, and our projects are never getting done, can you fix it next week by lunchtime?' I say, 'What are you talking about?'
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These things take small steps. They happen over time; they won’t miraculously happen overnight.
00:22:48.520
Mental models eventually become company values.
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When you start a company, especially if you’re a startup, your mental models become core values.
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You need to look at whether these values still match who you are right now. What got you here may not get you there.
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Sometimes you need to unlearn those values and figure out something new, as change is hard.
00:23:15.030
Because people are constantly playing this tug-of-war, one side saying, 'This is how we do it!' and the other saying, 'I’m trying something new!'
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Think about companies that refuse to adapt. They were great in their time.
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Some are even trying to come back—like Toys 'R' Us. There’s one Blockbuster left in the world.
00:23:33.050
These were companies that were at their peak and refused to adapt.
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What are some examples of unlearning at work? Can you think of any?
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So we’re not that guy who says, 'When I was your age, things were exactly how they are now, son.' Let’s not be him!
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How can we make shifts happen?
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Here’s a little acronym I made up: Surface the resistance.
00:24:07.560
Hear what they have to say. Identify the value for them to change.
00:24:13.830
Find ways to break down barriers and train them with experiential methods, day by day.
00:24:20.200
How can we surface the resistance between 'hafta' versus 'wanna'?
00:24:28.680
If you’re working with a client or your team, how can you align on what they want?
00:24:36.710
Be transparent about what’s happening so they understand and feel ownership in that transformation.
00:24:44.840
Remember that unlearning is hard and empathy is required.
00:24:51.370
What was it like when you were just beginning? What was it like being onboarded?
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Things were a bunch of acronyms. You weren’t sure what TDD and KPI stood for.
00:25:06.220
Maybe they meant something else at a previous job and you felt like you were speaking a foreign language.
00:25:14.600
I remember being at my first Ruby conference and hearing all the technical terms.
00:25:22.120
I was like trying to play it cool, but I really had no idea what anyone was talking about.
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Remember what it’s like for the newbies, and try to sit in the pocket of being new.
00:25:36.130
This will help you have empathy.
00:25:42.100
Now, do you all have a piece of paper or something nearby? Grab that piece of paper.
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I’d like you to write down something that you have to unlearn that is hard, whether personal or at work.
00:25:55.890
What’s hard for you? We’re going to make paper airplanes and we’re going to throw them at each other.
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So, write down something you have to unlearn that’s currently hard, something you’re stuck at.
00:26:09.960
Make your paper airplane, but don’t throw it until I say go.
00:26:15.560
Even though you’re super excited, I know you are.
00:26:22.190
So, write it down legibly; choose the best you can.
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What’s something you have to unlearn?
00:26:36.280
There it is! You can make this airplane even if you have a better model.
00:26:44.530
Make one this morning, learn it, unlearn it, and do this one.
00:26:51.950
In a second, we’ll get up and throw them at each other, but don’t do it prematurely.
00:27:04.900
So it's always at the end there when they ask what that actually means, and I have no idea!
00:27:11.240
Mine always hits my feet; if that makes any point.
00:27:17.150
I'm really bad at making airplanes.
00:27:23.040
Even with instruction, I just can’t.
00:27:29.220
Alright, maybe like five more seconds; no pressure.
00:27:36.270
All the perfectionists are coming out!
00:27:45.060
All right, no worries. If they hit the ground, just try not to poke people's eyes out.
00:27:51.870
What we’re going to do is have this side face that side.
00:27:57.630
And you’re going to try to grab one before it hits you in the face.
00:28:03.610
Then, we’ll have people read ones that land on them.
00:28:11.500
Everybody stand up; don’t throw anything yet!
00:28:16.490
Ready? One, two... oh, we have snowballs coming too!
00:28:22.890
One, two, three! Now pick up some, look around.
00:28:30.030
There are some all over the place. If you see extra ones, give them to somebody.
00:28:36.200
Somebody got a missile? Yes!
00:28:44.030
Somebody got a snowball, but that was the latecomers!
00:28:53.430
Alright, if somebody would like to read, yes Diana’s got one.
00:28:59.790
We got a missile reader; oh nice, that’s!
00:29:06.990
It’s terrible, yeah!
00:29:11.130
What did the missile say? All right!
00:29:20.220
Well, there you go. That’s good!
00:29:26.290
Anyone else have one?
00:29:30.940
Oh, just like a free-for-all, cool! I like that!
00:29:38.000
I think there are some over there too, up in the corner. Say the shyness and self-doubt.
00:29:47.030
Nice! Anyone else?
00:29:55.090
Okay, so maybe think about having your kids get straight A’s.
00:30:01.500
Maybe unlearn that. That’s a good way to make the crowd angry.
00:30:06.370
Thanks; aggressive hashtag! Oh nice, it’s Blaine!
00:30:13.440
Point away from face how I cross-country ski!
00:30:19.930
Oh, all right, nice! Excellent job, everybody!
00:30:26.170
Great planes; nobody got injured! I’d call that perfect!
00:30:32.420
So what are some rules for getting ahead? We need to change habits, change mindsets, and bring an outsider’s perspective.
00:30:39.140
I’ve been working for a large food company up in Chicago, working on a problem around food waste.
00:30:47.220
How do we think about not wasting food? I was working with their Innovation Lab.
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One day, I was walking back to the hotel and called my daughter. She asked what I was working on.
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I said, 'We were talking about the problem of food waste.' She replied, 'I don’t know what that means.'
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I explained that a lot of times when we eat, we throw away a lot of food. Think about Thanksgiving.
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We make this huge meal, but then a lot of it doesn’t get eaten.
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We spent the whole week thinking about the journey from farm to consumer and how we would make people not throw away food.
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She asked me, 'You spent the whole week doing that, Mom? Why?' I thought, 'What do you mean?'
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She said, 'Just make it taste like chocolate!' I realized she thought I was an idiot!
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So, I went back the next day and told them the story. They found it interesting and funny.
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They ended up starting a program in the Innovation Lab for kids in junior high to participate.
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When they brainstorm and make ideas, they bring kids in for their child-like perspective.
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Less filter than adults, thinking like a newbie.
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This all came out of that conversation, which is pretty interesting and cool!
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So there’s an exercise called escape thinking that’s really helpful for unlearning.
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To do it, I like to start with an exercise by taking the attributes of something and limiting one thing.
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That helps people think about how they could unlearn without it being massive and paralyzing.
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What I’ll do is have everyone write down on a sheet of paper every attribute of a restaurant.
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Then I’ll have the group remove one attribute. What if a restaurant didn’t have tables?
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They start to explore what a restaurant would be like without tables.
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That’s called escape thinking. You can apply the same thinking to your team.
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Let’s say we have stand-ups. What if we didn’t have Slack? What would that look like?
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This helps them unlearn or question something that might make it better.
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You can conduct unlearning reviews.
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When you're meeting with people and asking about KPIs, ask what they want to learn.
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Ask them what they want to unlearn in the next 90 days. What do they need to let go of to make room for something new?
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Make that a question: what do you no longer need?
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You can use improv, like the games we did today!
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You can do spaced numbers to show there’s empathy. It’s simple, but experiential exercises can allow so much learning.
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Do it daily; it’s not a transactional activity, it’s something you must practice every day.
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Unlearning organizations seek different perspectives, disrupt routines, and start with why.
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They actively listen, break the rules, explore curiously, and integrate change at each level.
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If you like these exercises, I’ve written a book called 'Control Shift.' It's got 50 games for 50 days.
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Every page has a different exercise you can do, for your team as individuals or as an organization.
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So, what are you going to unlearn first?
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Remember, it's not the strongest of the species that survives, nor the most intelligent.
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It’s the one that is the most adaptable to change.
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So, DFT: don't forget to unlearn! Thank you very much!
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Good job, everybody! Thanks, guys.