How is Unlearning/Relearning Embedded in Work? Revealing the Process of Practical Wisdom Formation through Judgment Transformation Curves and Experience Design (Organizational Behavioral Science®)

Request Co., Ltd. (Headquarters: Shinjuku, Tokyo; Representative Director: Tomoyasu Kabahata), provider of Organizational Behavioral Science®, has released a report titled 'How is Unlearning/Relearning Embedded in Work? - The Process of Practical Wisdom Formation through Judgment Transformation Curves and Judgment Experience Design.' Request Co., Ltd. has continuously analyzed the realities of judgment, action, and role transformation in organizations based on work experience data from 338,000 employees across 980 companies. We have also accumulated expertise in supporting role transitions for customer-facing staff in these 980 companies. With the spread of generative AI, tasks such as searching for knowledge, organizing information, referencing existing cases, and processing according to defined procedures will become easier for AI to handle. However, what remains in the corporate field is the work of deciding what to confirm, what to prioritize, how much to rely on precedents, and where to change the approach, based on differences between customers, constraints of specific projects, site conditions, and priorities of stakeholders. In other words, what distinguishes companies in the AI era is not the amount of knowledge itself, but how much talent capable of taking on judgment is nurtured and retained within the work. In reality, however, the experience that nurtures such judgment is decreasing in corporate work. Our analysis shows that as following precedents, moving based on supervisor confirmation, and accurately completing defined processes become rationalized, the experience of observing conditional differences, verbalizing reasons for judgment, and updating standards based on results becomes easier to lose. This report, as a sequel to the series released in March, organizes how unlearning and relearning are embedded in practice through judgment experience design, from both the perspective of judgment transformation curves and practical work processes. We have previously released information on judgment design for stock-type industries, the 82% decline in judgment experience, the distinction between 'two types of judgment' and 'two types of knowledge,' and how to proceed with unlearning and relearning. This report visualizes the order in which work that nurtures judgment fluctuates, changes, and settles. The conclusion is that unlearning and relearning do not progress simply by understanding in training; they are embedded when you design experiences that force judgment, and turn the resulting hesitation, failure, and success into a model for the next judgment.