By Carole Elliott, Sharon Turnbull
This ebook offers a reflexive critique of the assumptions of orthodox HRD examine and perform and questions the notion of people as assets, in addition to the normal performative concentration of HRD. studying the wider social, political and fiscal contexts, the booklet deals substitute views for contemplating either the wishes of people and the sustainable improvement of firms in post-industrial economies.
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Extra resources for Critical Thinking in Human Resource Development (Routledge Studies in Human Resource Development)
Second, critical practitioners recognise that they are the intermediaries between different power interests in organisations, in the middle of competing or contested expectations, interpretations of events and desired outcomes. To organise is also to institutionalise. Organisation is a process driven by the twin desires for stability and coherence, which necessarily involves defining the boundaries of what can and cannot belong in the organisation. There are emotional boundaries – organisation is built from values and mission statements that give the impression that there is a coherent direction that all members (might/must) subscribe and adhere to.
It is the authority that comes from experiencing and understanding the complexity and circularity of a development role within organisations. While critical practitioners are likely to be aware of tools and analytic techniques that support learning and change, they also know that it is not the tools and techniques that make the most difference to organisational members. This is made as a result of experience, the type of experience that tells you that the silence in the room is all right, that it doesn’t intimidate you into saying something or into taking over.
Critical practitioners, therefore, from their position in the middle of organising (between strategic and operational staff, between competing interests and functions, between different agendas and interpretations of change), take political risks. Given the difficulty of holding this most important aspect of organising it is not surprising that HRD has tended to institutionalise itself into the smaller space of training and personal development. Because of the politics that are integral to organising, critical practitioners are likely to be aware that there is a time and a place to say what they think.