Request Co., Ltd. Releases 'How to Promote Unlearning and Relearning' for the AI Era (Organizational Behavioral Science®)

Request Co., Ltd. (Headquarters: Shinjuku-ku, Tokyo; Representative Director: Tomoyasu Kabata), which provides Organizational Behavioral Science®, has released the report **"How to Promote Unlearning and Relearning Necessary for the AI Era."**

This report starts from the premise that in the AI era, what becomes relatively more important for companies is not the sheer volume of knowledge itself, but "judgment." It then organizes the structural changes that make it difficult to cultivate such judgment, and concrete implementation procedures for shifting from work that proceeds according to precedent to work that allows for judgment based on observed differences.

Furthermore, it concretizes, in a practical and actionable manner, **which tasks to start with, what to visualize first, how to segment, how to design, how managers should change their involvement, and how to change reviews so that judgment criteria remain within the organization.**

Download the Report d68315-196-5f1817a3b983325603bbd86128861318.pdf

With the spread of generative AI, tasks within companies such as researching knowledge, organizing information, referring to existing cases, and processing according to defined procedures will become even easier for AI to handle.

Conversely, what remains in the corporate workplace are tasks that require confirming what to check, what to prioritize, how much to rely on precedents, and where to change the approach, based on differences for each customer, constraints for each project, variations in on-site conditions, and differing priorities among stakeholders.

This report clarifies that in the AI era, what becomes relatively more important for companies is not the sheer volume of knowledge itself, but "judgment."

While judgment becomes crucial, companies are experiencing a decrease in opportunities to cultivate judgment through work. Based on an analysis of 338,000 individuals and 980 companies, the report shows that 82% of companies have seen a decrease in judgment experience, 58% an increase in supervisor confirmation frequency, and 64% an increase in reliance on precedents. What is happening here is not merely a lack of ability. Due to business standardization, manualization, IT implementation, and work style reforms, there has been a structural change where the demand for quick, accurate, and precedent-following work has made it difficult for experiences such as hesitating, comparing, thinking about reasons, and reviewing to update judgment criteria to remain in the work.

This report addresses **unlearning and relearning** necessary in such circumstances. However, unlearning and relearning here do not simply mean discarding old ways and re-learning new knowledge. Unlearning means reviewing judgment styles acquired in situations where following precedents was rational, recognizing that they cannot be directly applied to tasks with significant conditional differences. Relearning means reconstructing, within practical work, an approach that involves observing differences, confirming facts, considering reasons for differences, comparing multiple options, deciding what to prioritize, verbalizing judgment reasons, and updating the next criteria based on the results.

The report first organizes **which tasks to start with.** The target is not all tasks. The first tasks to tackle are those that cannot be handled solely by precedents or procedures, yet lack the necessary judgment experience designed into the work. Specifically, it states that initial targets include tasks where conditions vary greatly by customer/project making precedent application difficult, supervisor confirmations are concentrated, response quality varies by 담당자, only a few skilled individuals can handle them, tasks tend to stall midway when entrusted, and reviews are not conducted, leading to the repetition of the same problems.

Furthermore, it indicates that the basic principle of implementation is to prioritize **"visualization," "segmentation," and "design" before "teaching."** The report organizes the implementation sequence as follows: 1. Visualize where judgment occurs, where it stalls, and to whom judgment is concentrated. 2. Segment whether the task can be completed by precedents or procedures, or if the approach must be changed based on conditional differences. 3. Verbalize and design the judgment subject, judgment conditions, judgment criteria, judgment division, experience design, and review design. 4. Provide practical challenges that cannot be advanced without using the new judgment structure, allowing for experience. 5. Review not the results, but the reasons for judgment, confirmed facts, and criteria for future updates. It also concretizes practical content that can be used in the field, including: * Methods for visualizing existing judgment styles * How to proceed with unlearning to review the effective scope of precedents * Relearning design using the six elements of judgment structure * Five questions managers should use * A 3-minute review template * Minimum implementation to start in 30 days Additionally, the following are included as appendices: * Practice checklist * Simple judgment structure organization sheet * Manager template * Conversation examples * Review template * Minimum implementation memo

This report organizes unlearning and relearning not as a general concept of re-education, but as an **implementation challenge of how to change work itself to increase the number of people who can make judgments in the AI era.**

Instead of blaming people, transform work to foster judgment. To achieve this, it shows, in a practical and actionable manner, which tasks to target, who changes what, how to converse, what to record, and what to review.

Main contents organized in the report: * Why unlearning and relearning are necessary now in the AI era * What it means to review and reconstruct judgment styles, rather than discarding precedents * Which tasks to start with * Visualization, segmentation, and design to be done before "teaching" * Methods for visualizing existing judgment styles * Specific procedures for advancing unlearning * Specific procedures for designing relearning * How managers should change their involvement * How to change reviews from "result confirmation" to "updating judgment criteria" * Minimum implementation to start in 30 days * Appendices such as practice checklist, simple judgment structure organization sheet, and manager template

Download the Report d68315-196-d5dcb43c8b867587155826c5bff58ee5.pdf

Company Overview Request Co., Ltd. Company Profile: https://requestgroup.jp/corporateprofile Representative Director Tomoyasu Kabata: https://requestgroup.jp/profile E-mail: request@requestgroup.jp

Request Co., Ltd. (Headquarters: Shinjuku-ku, Tokyo; Representative Director: Tomoyasu Kabata) operates under the mission "For a Better Purpose." The company supports 980 companies through seven research institutions, leveraging Organizational Behavioral Science® based on data from 338,000 working individuals.

Organizational Behavioral Science® is a method to clarify "why" our thoughts and actions occur and persist in organizations, based on business environment and experience, and to reproduce them for the better.