The Complex Roots of Human Resource Development.

Abstract

This paper uses notions of complexity in which to frame the case for processes that underlie the ‘human condition’ and that colour our existence and our understanding, theorising, and depiction of that existence. I use a Jungian typology to reinforce the parameters of four paradigms by which management and HRD have been interpreted, and locate this within some findings from evolutionary psychology. This analysis suggests that HRD is located at the dynamic and co-creative interface between individuals and organisations. The language of complexity is used to articulate implications this view holds for our understanding and practice of ‘HRD’.

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