story, narrative, ethics, workaholic, autoethnography,

The recent discourse connected to the notion of scholar-practitioner in human resource development commonly uses the metaphor of a "gap" between these two binaries that must somehow be bridged or that otherwise requires linking. This article examines the contemporary expression of this gap in the AHRD literature and the nature of the duality it implies. An alternative metaphor based on Anzaldúa's borderlands and the mestiza consciousness that emerges there is suggested. This reframing and its implications are explored with an eye toward the possibilities of prompting new dialogue and creative responses across the many types of work, interests, and personas that comprise and enrich HRD as a field.Keywords scholar-practitioner, metaphor, borderlands, human resource developmentThe recent discourse swirling around the notion of scholar-practitioner in human resource development (HRD) commonly uses the metaphor of a "gap" between these two binary points that must somehow be bridged. Morgan (2006) suggests that metaphors "lead us to see and understand organizations in distinctive but partial ways [that] implies a way of thinking and a way of seeing that pervades how we understand our world generally" (p. 4). Lakoff and Johnson (1980) suggest that metaphors "play a central role in defining our everyday realities" (p. 3). So in this we can see metaphors as powerful forces, prompting the social construction of our community spaces, and the traditions or rules by which we navigate through them. We should not therefore easily embrace existing metaphors without some critique, nor should we begin to articulate new metaphors casually. In this article, I suggest that this gap Advances in Developing HumanResources 11(4) 523 -535

HRD practitioners are adding storytelling to their box of tactical and strategic tools. This qualitative research study investigates how HRD practitioners in forprofit settings apply storytelling as a means of advancing organizational goals. The primary focus of practitioners is on instrumental application of stories through face-to-face performance, and the decisions they make regarding the "mechanics" of the process: getting storytelling started, finding and selecting stories, and identifying or creating venues in which the stories can be conveyed. Two distinguishing features of strategic storytelling emerged in the study: the connection of stories to business goals, and provision of time following storytelling for listener reflection and dialogue. Implications of the findings for the field and future research are also discussed.Every organization is awash in stories. They are a naturally occurring and often untapped resource. As the vice president of organization and management development for a Fortune 500 manufacturing firm, I noticed that stories had become a big part of my job. I was telling them, listening to them, and spending considerable time and energy connecting stories (and the people who told them) to each other. It had a good effect but I did not know why, so I went looking for answers.There was evidence in the literature that stories are a powerful organic force inside organizations of all sorts (

Purpose -The purpose of this paper is to contribute to a reclaiming of the potency of Rogerian listening in organizations. The paper views listening after Rogers, the father of active listening, as a process with potential to re-enchant organizations and the people who comprise them, in a move away from the popular view and professional training that fosters instrumentalized listening that deadens organizations and crushes the spirit of individuals. Design/methodology/approach -The study employs a text analysis using iterative coding processes and constant comparison. A total of 12 web sites focused on "active listening" in business contexts were analyzed for overlap and divergence with Rogers' descriptors and essential conditions for active listening. Findings -Rogers is almost completely disassociated from his original multi-sensory conception of listening, which is now reduced to a set of instrumental tips and techniques that help the listener gather data in the interest of achieving preconceived goals. Rarely was Rogers' intention invoked -of understanding in the context of growing a relationship between speaker and listener that was grounded in unconditional positive regard, care, and love. Research limitations/implications -Though the sample size is limited, it suggests a particular zeitgeist in organizations that inhibits the possibilities of re-enchantment by shutting down a principle of channel for developing understanding and making connections that can foster novelty and increase collaboration. An awareness of the current reduction of listening being taught in organizations, and the particular ways in which it varies from the richness of Rogers' powerful conception is the first step toward identifying and overcoming the barriers to re-enchantment at individual and organizational levels. Originality/value -The prevailing efforts in the literature include listening as one dimension in the broader field of communication skills, and tend to result in recommendations that deepen the instrumental nature of listening in business. This study focuses on listening exclusively, beginning with the origins of Rogers' "active listening," examining the ways it has been conceptually co-opted and distorted, as a first step in the process of reclaiming it from the territory of calculated and observable skill.