Through a Different Lens: A Survey of Linear Epistemological Assumptions Underlying HRD Models

Abstract

This article attempts to define a linear epistemology in terms of what it is rather than how it functions by situating it in context. I contend that a linear epistemology is the dominant epistemology in the field of HRD and as such undergirds a majority of HRD models. Although a linear epistemology’s usefulness is implicit in its widespread impact on models and on their use, a linear epistemology has several limitations, including a tendency to privilege particular Western cultural and masculine worldviews, short-term measures, and effects close to the organization. Furthermore, a linear epistemology fails to account for synergies, environment, time, human free will, individual prior knowledge, and unknown features of a system. Under conditions of rapid change, linear models may potentially contribute to increasing organizational myopia. Organizations which misinterpret environmental conditions may take unnecessary risks which serve to reduce organizational life span. Finally, linear models may contribute to an unnecessarily wide theory—practice gap and may serve to reduce the spread of HRD practices and HRD as a profession. Future areas of research and implications for practice will be discussed.