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The pace and volume of change in today’s corporate world has never been greater and looks likely to continue to increase. One of the early researchers into the subject, Kurt Lewin, who has often been referred to as the father of social psychology (Burnes, 2004), introduced the notion of unfreezing, moving (or learning), and refreezing as a model of permanent change in organisations (Lewin, 1947). The concept still has significant validity today (Schein, 1996;, Cummings, Bridgman and Brown, 2016), although there are critics who maintain that to have a constant process of re-freezing is too slow for the dynamics of today (Child, 2015). In the context of organisational learning (“OL”), and organisational unlearning (“OU”) there is an important connection via the wording. In Lewin’s model, un-freezing is not seen as a negative process (as often the use of the prefix un- implies). It is a constructive and necessary process in order to prepare an organisation and its members for change – it creates a pre-condition or stimulus for change. In another context – for example the work of futurists – the concept has been expressed equally constructively, “Because as US writer and futurist Alvin Toffler says: “The illiterate of the 21st century will not be those who cannot read and write but those who cannot learn, unlearn and relearn” (Follows, 2016, p35).