Purpose: Organizational learning and unlearning are often viewed as different and distinct concepts in the literature. The purpose of this paper is to analyze the unlearning concept and reassess its position vis-à-vis learning, in particular second-order and double-loop learning. Design/methodology/approach The paper entails a conceptual analysis. Findings: It is found that there are two conceptual problems with unlearning, and that it is best embedded in the dynamics of the learning process, where it appears to fit well in the "interruption" phase. Research limitations/implications: The research scope of the paper is limited to a theoretical analysis of organizational learning and unlearning. Implications for theory reside in the importance of unlearning and its relation to learning in current organizations. Practical implications: The paper has practical implications for organizations wishing to become more adept at learning and unlearning. Originality/value: The paper is among the first organizational papers to analyze unlearning in direct relation to different phases in the learning dynamics.