How Unlearning and Relearning Take Root in Work? The Transformation Curve of Judgment and the Process of Practical Knowledge Formation from the Perspective of Designing Judgment Experiences (Organizational Behavioral Science®)
Request Co., Ltd. has released a report on fostering and retaining 'judgment-capable talent' in the generative AI era. Based on data from 980 companies and 338,000 individuals, the report explains the importance of unlearning/relearning and the process of designing judgment experiences.
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- 📰 Published: April 2, 2026 at 17:51
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Request Co., Ltd. (Headquarters: Shinjuku-ku, Tokyo; Representative Director: Tomoyasu Kobatake), which provides Organizational Behavioral Science®, has released a report titled "How Unlearning and Relearning Take Root in Work – The Transformation Curve of Judgment and the Process of Practical Knowledge Formation from the Perspective of Designing Judgment Experiences."
Based on operational experience data from 338,000 workers across 980 companies, Request Co., Ltd. has continuously analyzed the realities of judgment, action, and role transformation within organizations. Simultaneously, it has accumulated expertise in supporting role transitions for employees, such as sales representatives, who handle customer interactions in 980 companies.
With the spread of generative AI, tasks such as researching knowledge, organizing information, referring to existing cases, and processing defined procedures will become increasingly easier for AI to handle. On the other hand, what remains for human workers in the corporate field are tasks that require considering differences for each customer, constraints for each project, variations in on-site conditions, and differing priorities among stakeholders, to decide what to confirm, what to emphasize, how much to rely on precedents, and where to change the approach. In other words, in the age of AI, what differentiates companies is not the sheer volume of knowledge, but how well employees who can make judgments are nurtured and retained within the workplace.
However, in reality, the experiences that foster such judgment are diminishing from corporate work. Analysis conducted by Request Co., Ltd. targeting 980 companies and 338,000 individuals revealed that as tasks like proceeding according to precedent, acting based on supervisor confirmation, and accurately performing defined procedures become streamlined, experiences of considering conditional differences, verbalizing reasons for judgment, and updating standards based on results tend to disappear from work.
This report is a sequel to a series of releases published in March, organizing how unlearning and relearning take root in practice through the design of judgment experiences, from both the perspective of the judgment transformation curve and the practical process.
Previous communications have discussed "Judgment Design Necessary for Stock-Type Industries," "The Decline of Judgment Experience in 82% of Companies," "Separating 'Two Types of Judgment' and 'Two Types of Knowledge'," and...
Based on operational experience data from 338,000 workers across 980 companies, Request Co., Ltd. has continuously analyzed the realities of judgment, action, and role transformation within organizations. Simultaneously, it has accumulated expertise in supporting role transitions for employees, such as sales representatives, who handle customer interactions in 980 companies.
With the spread of generative AI, tasks such as researching knowledge, organizing information, referring to existing cases, and processing defined procedures will become increasingly easier for AI to handle. On the other hand, what remains for human workers in the corporate field are tasks that require considering differences for each customer, constraints for each project, variations in on-site conditions, and differing priorities among stakeholders, to decide what to confirm, what to emphasize, how much to rely on precedents, and where to change the approach. In other words, in the age of AI, what differentiates companies is not the sheer volume of knowledge, but how well employees who can make judgments are nurtured and retained within the workplace.
However, in reality, the experiences that foster such judgment are diminishing from corporate work. Analysis conducted by Request Co., Ltd. targeting 980 companies and 338,000 individuals revealed that as tasks like proceeding according to precedent, acting based on supervisor confirmation, and accurately performing defined procedures become streamlined, experiences of considering conditional differences, verbalizing reasons for judgment, and updating standards based on results tend to disappear from work.
This report is a sequel to a series of releases published in March, organizing how unlearning and relearning take root in practice through the design of judgment experiences, from both the perspective of the judgment transformation curve and the practical process.
Previous communications have discussed "Judgment Design Necessary for Stock-Type Industries," "The Decline of Judgment Experience in 82% of Companies," "Separating 'Two Types of Judgment' and 'Two Types of Knowledge'," and...