Abstract
The literature on innovation tends to concentrate on tapping into new ways to do things. Yet if people resist change, innovation is unlikely to flourish. And to accept change, they have to unlearn their set ways of doing things. So unlearning is a critical part of the innovation process. This chapter presents a model to help managers to engender and support unlearning at both the individual and group level. It draws on case studies and empirical research to highlight key lessons for businesses and managers on how to manage both innovation and unlearning.