000			01779cam a2200229 4500500
005			20250112055824.0
041			_afre
042			_adc
100	1	0	_aNobre, Thierry _eauthor
245	0	0	_aUnlearning what has not been learnt
260			_c2013.
500			_a45
520			_aThis article reflects on organizational unlearning in the process of change management in hospitals and healthcare organizations. Given the configuration of a hospital, described as a professional bureaucracy by Minztberg (1982), the three main categories of healthcare professionals (management, medical staff, and healthcare executives) mobilize differently the three levers necessary to drive change i.e., willingness, power, and knowledge. This observation implies that organizational unlearning must adapt to this situation, and that it differs according to stakeholders. This differentiation in the process of organizational unlearning, which is related to the different categories of healthcare professionals, is particularly important because it involves behaviors that go beyond consciously acquired knowledge and skills, but rather concerns the behavior resulting from socialization mechanisms that are integrated into the day-to-day operation of the hospital.
690			_aorganizational change
690			_ahospitals
690			_aorganizational unlearning
690			_aorganizational change
690			_ahospital
690			_aorganizational unlearning
786	0		_nRevue internationale de psychosociologie et de gestion des comportements organisationnels - RIPCO | XIX | 47 | 2013-05-27 | p. 151-163 | 2262-8401
856	4	1	_uhttps://shs.cairn.info/journal-revue-internationale-de-psychosociologie-de-gestion-des-comportements-organisati-2013-47-page-151?lang=en
999			_c220332 _d220332