HRD in a Complex World
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HRD in a Complex World HRD in a Complex World presents a strong challenge to traditional HRD. Over the past ten years notions of complexity have emerged from the hard sciences and are now being applied to the social sciences. This is a highly contested area, but what is clear is that the ideas and language of complexity offer the chance to reinterpret traditional views of theory and practice. This collection addresses HRD from within the notions and language of complexity, presenting multifaceted alterna- tive perspectives to the current practice and theory of HRD. Divided into four sections, each containing four chapters, this book presents sixteen different perspectives and represents the current state of the art, as por- trayed by twenty internationally renowned academics and practitioners. The first section, ‘Reviewing the bases of HR: the depth’ addresses this issue from a theo- retical perspective, exploring the roots of the debate more deeply. Chapters in the second section ‘Reflections of HR: the width’ build on and widen the debate. In the third section ‘Realising HR: applying the theories’ the chapters each extend the previous debates to introduce possible tools for practice. The fourth section ‘Realities of HR: aspects of practice’ looks directly at the implications these debates hold for practice. A range of themes which cut across these sections is highlighted in short introductory passages. Some authors address aspects of complexity theory directly, others only by implication; some focus on theory, others on practice; some talk globally, others locally; some address issues critically, others present them as they are. But in each case, the main message is that as the world changes and our understandings of the world develop, so the theory and practice of HRD must expand. This collection argues that we can no longer live and work in a non-complex world and if we choose to do so we are in danger of blindfolding ourselves and simplifying our existence to the point of impotence. Monica Lee is Visiting Professor at Northumbria University, and is based at Lancaster University, UK. She is Editor in Chief of Human Resource Development International and Editor of the monograph series Routledge Studies in Human Resource Development. She is intrigued by the dynamics around individuals and organisations and most of her work is about trying to make sense of these. This can be seen in recent publications in Human Relations, Human Resource Development International, Management Learning and Personnel Review. Routledge Studies in Human Resource Development Edited by Monica Lee Lancaster University, UK HRD theory is changing rapidly. Recent advances in theory and practice, how we conceive of organisations and of the world of knowledge, have led to the need to reinterpret the field. This series aims to reflect and foster the development of HRD as an emergent discipline. Encompassing a range of different international, organisational, methodological and theoretical perspectives, the series promotes controversy and reflective practice. 1 Policy Matters Flexible learning and organizational change Edited by Viktor Jakupec and Robin Usher 2 Science Fiction and Organization Edited by Warren Smith, Matthew Higgins, Martin Parker and Geoff Lightfoot 3 HRD and Learning Organisations in Europe Challenges for professionals Edited by Saskia Tjepkema, Jim Stewart, Sally Sambrook, Martin Mulder, Hilde ter Horst and Jaap Scheerens 4 Interpreting the Maternal Organisation Edited by Heather Höpfl and Monika Kostera 5 Work Process Knowledge Edited by Nick Boreham, Renan Samurçay and Martin Fischer 6 HRD in a Complex World Edited by Monica Lee 7 Human Resource Development in Small Organisations Research and practice Edited by Jim Stewart and Graham Beaver 8 New Frontiers in Human Resource Development Edited by Jean Woodall, Monica Lee and Jim Stewart 9 Human Resources, Care Giving, Career Progression and Gender Beulah S. Coyne, Edward J. Coyne and Monica Lee Also published as part of the series in paperback: Action Research in Organisations Jean McNiff, accompanied by Jack Whitehead Understanding Human Resource Development A Research-based approach Edited by Jim Stewart, Jim McGoldrick and Sandra Watson HRD in a Complex World Edited by Monica Lee First published 2003 by Routledge 11 New Fetter Lane, London EC4P 4EE Simultaneously published in the USA and Canada by Routledge 29 West 35th Street, New York, NY 10001 Routledge is an imprint of the Taylor & Francis Group This edition published in the Taylor & Francis e-Library, 2004. © 2003 Editorial matter and selection, Monica Lee, individual chapters, the contributors All rights reserved. No part of this book may be reprinted or reproduced or utilised in any form or by any electronic, mechanical, or other means, now known or hereafter invented, including photocopying and recording, or in any information storage or retrieval system, without permission in writing from the publishers. British Library Cataloguing in Publication Data A catalogue record for this book is available from the British Library Library of Congress Cataloging in Publication Data A catalog record for this book has been requested ISBN 0-203-41015-7 Master e-book ISBN ISBN 0-203-34078-7 (Adobe eReader Format) ISBN 0-415-31013-X (Print Edition) Contents Illustrations ix Notes on contributors xi Acknowledgements xvi Introduction by Monica Lee 1 PART I Reviewing the bases of HR: the depth 5 1 The complex roots of HRD 7 MONICA LEE 2 Complexity, HRD and organisation development: towards a viable systems approach to learning, development and change 25 PAUL ILES AND MAURICE YOLLES 3 Worldviews that enhance and inhibit HRD’s social responsibility 42 TIMOTHY G. HATCHER 4 Strategic quest and the search for the primal mother 57 HEATHER HÖPFL PART II Reflections of HR: the width 67 5 Human resource development in the Arab Middle East: a ‘fourth paradigm’ 69 DAVID WEIR viii Contents 6 The ethics of HRD 83 JIM STEWART 7 Reconciling autonomy and community: the paradoxical role of HRD 100 CAROLE ELLIOTT AND SHARON TURNBULL 8 The urge to destroy is a creative urge 117 KIM JAMES PART III Realising HR: applying the theories 129 9 Clarifying the complexity of emotion in HRD: the use of visualisation technology 131 JAMIE L. CALLAHAN AND DENIS GRACAˇ NIN 10 Complexifying organisational development and HRD 147 MAURICE YOLLES AND PAUL ILES 11 A new perception for a new millennium 166 CAROLE MCKENZIE 12 Individual learning from exceptional events 179 LLOYD DAVIES AND PAUL KRAUS PART IV Realities of HR: aspects of practice 193 13 Leadership principles and reflections for unravelling the stranglehold of organisational boundaries: challenges for health services 195 SARAH FRASER 14 Propositions for incorporating a pedagogy of complexity, emotion and power in HRD education 204 KIRAN TREHAN AND CLARE RIGG 15 The line manager as a facilitator of team learning and change 218 CHRISTINA MARY MACNEIL 16 A practitioner’s reflections on HRD research: a case of internalized complexity? 231 ROSEMARY HILL Index 243 Illustrations Figures A.1 The structure of the book3 1.1 Four approaches to management (after Lee, 1997a) 9 1.2 Four types of ‘development’ (after Lee, 1977b) 10 1.3 Mapping of typologies 12 1.4 Movement through typologies (after Lee, 1996) 15 1.5 A typology of typologies 17 2.1 The OD cycle, based on Mabey (1986) 31 2.2 More recent form of OD (Mabey, 1995a) 32 2.3 Diagnosis cycle, linking with traditional OD (Harrison, 1994) 32 2.4 Influence diagram: cognitive purpose of HRD 33 2.5 HRD as methodological inquiry 37 2.6 Evolving model of HRD 39 6.1 An interpretation of Patrick Bateson and Paul Martin (2000) ‘Design for a life: How behaviour develops’ 88 6.2 A model of HRD 89 6.3 Darwin’s contribution. Based on Mary Midgley (1996) 93 6.4 Psychological domains of experience. Based on Stewart (1996) 94 6.5 Circle of being 94 9.1 Key components of the general theory of action 135 9.2 Visualisation framework138 9.3 Ordinary Petri net example 139 9.4 Parameterised Petri net example 139 9.5 Parameterisation using emotion values 140 9.6 Simple Parameterised Petri net 141 9.7 Outcome based parameterisation 142 10.1 Relationship diagram showing the outline concept of the viable system model 153 10.2 Relationship between the behavioural and cognitive domains in the three domains model 155 12.1 A model of experiential learning 181 x Illustrations 13.1 Accelerating the spread of good practice, Fraser (2002), Kingsham Press 199 16.1 Summary of a priori differences noted between HRD in SMEs and UK National HRD (N/HRD) 234 16.2 Summary of HRD approaches in the three cases 237 16.3 A comparison of HRD interaction and intervention 239 Tables 2.1 Steps of the traditional OD methodological cycle 29 2.2 New version of OD (Mabey, 1995a) 29 2.3 The diagnosis phases of Harrison 30 2.4 Definition of the system and metasystem for HRD 33 2.5 Methodological inquiry in a reconceptualised HRD 35 2.6 Steps of a reconceptualised HRD model and action tools 36 2.7 HRD methodology – complex systems model 38 3.1 Bounded and unbounded worldviews 49 9.1 Adaptation example: serving customers (10 incidents) 141 10.1 A focussed view of the organisation through organisational development 150 10.2 Actions relating to problems and needs for change, learning and development 151 10.3 The three domains, their cognitive properties, and organisational patterning 156 10.4 Extending organisational patterning of HRD 162 Boxes 6.1 Definitions of ‘intervention’ and ‘interfere’ 95 6.2 Syllogism 98 12.1 Water Main Bursts – 140,000 people affected! 186 Notes on contributors Jamie L. Callahan is an Assistant Professor in the Educational Human Resource Development Program at Texas A&M University.