**1. Introduction: dynamics of organizational operation**

Management of human resources requires flexibility for continuous adaptability to environmental turbulences. Organizations currently function in dynamic environments that continue evolving depending on climate of operation. Such evolving environments require leadership to understand the dynamics of market demands and versatilities for being innovative and resilient despite environmental turbulences. Such skills and abilities cannot occur on their own volition but require proper nurturing through leadership development programs, reflective sharing of experiences, collaborative project inquiry [1] that could promote change [2], risk taking [3], and a call for leaders' humility and trust [4].

While globalization opened international market competitions and advanced the use of technology for organizational growth and profitability, on the flip side, seething below the rosy technological welcoming front are dark forces of corruption, scandals, leadership mismanagement, employee incivility and unethical behaviors, (among others), that continue engulfing and lingering over many of the organizations' core existence, thus seeking to erode the hard earned efforts that globalization sought to promote- the building of globalized human resources and the dignifying of human lives through socio-economic advancement of nations. Through an intentional selection of some of the challenges bedeviling organization, this chapter takes readers through negative issues entangling organizations subsequently sinking them into meshes of muddy pools of ineffectiveness, poor quality in service and product delivery, organizational toxicity, bankruptcy and ultimate closure. The chapter also brings out the crucial implications of these dark forces to HRD and its potentialities to positively identify the bottlenecks in the system followed by the launching of appropriate interventions that could support organizations as they strive to find new paths for sustainability and growth.
