Complexity, HRD and Organisation Development: Towards a Viable Systems Approach to Learning, Development and Change

Abstract

Systems thinking and organisation development (OD) are increasingly recognised as core foundations of contemporary HRD. However, most current thinking in OD is based on outdated, simplistic systems models incapable of dealing adequately with complexity, and so cannot as constituted contribute to HRD's ability to respond to complexity. The paper discusses the challenges complexity and complexity theories pose to HRD, especially to current models of 'strategic' HRD, and goes on to critique current thinking in OD, especially its conceptualisations of power, politics and transformational change. It then develops a viable systems model of HRD as more able to manage and respond to complexity.