ABSTRACT
The last chapter revealed that there are many approaches to learning theory that support open and virtual organizations. A number of our theories, therefore, are already oriented toward the support of chaotic learning. In this chapter, I move forward to review some of the approaches to learning support which have developed out of the general learning theories described in the last chapter. We find it useful to have theories as a backdrop. However, the actual work in supporting learners depends on ways in which managers and system performance professionals have realized those theories in actual practices and materials. In turn, this view of current theory and practice will set the stage for the next part of the book, which will suggest some closer integration of learning and chaos theories and implications for the practice of management and system performance support. One of the initial considerations has to do with the practice of HRD itself. Changing views on the role of human development in organizations has led to re-evaluation of both HRD and OD practice. Second, regardless of how the practice moves ahead, there are considerations concerning the ways in which change is moderated throughout the organization and in which HRD and OD practitioners do their work. A review of process models will illustrate changes in emphasis in this area. Third, there is increasing concern with the evaluation of training and other human-related practices within organizations. It is important to understand the current approaches to evaluation processes and findings. Finally, there is an area of practice that has grown up alongside the actual practice itself, having to do with management of HRD, OD, organizational change, and other such activities. The way in which we approach management of organizations plays a vital role in the successful support of learning.
