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

HRD IN A COMPLEX WORLD, STUDIES IN HUMAN RESOURCE DEVELOPMENT, M. Lee, ed., pp. 25-41, Routledge, 2003

18 Pages Posted: 14 Mar 2009 Last revised: 20 Mar 2009

See all articles by Paul Iles

Paul Iles

affiliation not provided to SSRN

Maurice Yolles

John Moores University - Centre for the Creation of Coherent Change and Knowledge (C4K)

Date Written: 2003

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 However, most current thinking in OD is based on outdated, simplistic systems models incapable of dealing adequately with complexity, and so cannot as constituted contribute to HRD's ability to respond to complexity.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.

Keywords: Systems, organisation development, HRD, complexity

Suggested Citation

Iles, Paul and Yolles, Maurice, Complexity, HRD and Organisation Development: Towards a Viable Systems Approach to Learning, Development and Change (2003). HRD IN A COMPLEX WORLD, STUDIES IN HUMAN RESOURCE DEVELOPMENT, M. Lee, ed., pp. 25-41, Routledge, 2003. Available at SSRN: https://ssrn.com/abstract=1358929

Paul Iles

affiliation not provided to SSRN

Maurice Yolles (Contact Author)

John Moores University - Centre for the Creation of Coherent Change and Knowledge (C4K) ( email )

Liverpool John Moores University
Liverpool
United Kingdom

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