**3. Crucial implication to the field of HRD**

The muddy realities that organizations find themselves steeped into require multidisciplinary approaches in order to find long lasting solutions that could be sustainable. Therefore, as organizational environments become more complex and complicated, and organizations find themselves inside the muddy pools of challenges, HRD could aid these organizations by using strategies and interventions that could appropriately address organizational challenges. Scholars posit that it is important for the HRD profession during challenging times to step up into the global podium to address issues of managing change by supporting managers through the provision of relevant programs that could help organizations to become more competitive and sustainable [77]. Holton III and Yamkovenko [78] assert that the time is right for the field of HRD to consider an even broader platform for continuous growth and evolution. "On the one hand, we believe that organizations are continuing to demand even more of HRD professionals as knowledge and expertise continue to grow as the key source of competitive advantage" ([78], p. 271). Ngcobo [79] in analyzing Maritime Educational Institutions in South Africa concluded that South Africa has a potential to advance seafarers both in the region and internationally but could only achieve that through development of human resources in universities, investment in infrastructure and benchmarking from developed economies for maritime technological advancement.

HRD could also make a strong positive contribution to the development and implementation of interventions that could facilitate learning and reduce the likelihood of corruption, uncivil behaviors, organizational crisis and scandals, stigmatization and leadership mismanagement. HRD could provide leadership development programs that could develop creative and innovative skills for global competitiveness. Williams and Foti [80], point that organizations could directly stimulate innovation through formal development programs. Similarly, leadership entrepreneurial

#### *Muddy Realities of Organizational Existence: Should HRD Dive in or Take an Ostrich Defense… DOI: http://dx.doi.org/10.5772/intechopen.97122*

capabilities could be developed so that leaders could successfully deal with organizational competitive environments [81]. It is noteworthy mentioning that competitive environments of today should not necessarily be viewed as an evil undertaking but a means of providing customers with alternatives and better products. For example, the introduction of pampers nappies saw the Ashton Brothers go under the bridge after serving the market for over half a century. The perilous ending was brought by market demands for a more convenient product. The new mom, now, a working lady, could not be conveniently served and sustained by Zorbit nappies. Basing on the terry nappies story, it could be stated that competing on innovativeness and product quality is a noble undertaking that could provide the world with convenient products that take cognizance of the needs of the populace and their circumstances. HRD could help organizations create conducive climate for innovation, implement various programs including ethics programs, coaching and mentoring programs, corporate digital communication platforms, employee voice providing mechanisms and forums, employee reskilling programs, remote work adaptation and digital communication programs, and talent management among others.

Even more, HRD could develop leadership development programs (LDPs) that aim at the provision of current and future leaders with new perspectives of leadership. The corona virus pandemic exposed leadership unpreparedness and indecisiveness in handling the pandemic during the initial stages hence the fingerpointing and the blame game robbed nations of precious time that could have been fruitfully used for joint collaboration and team work during the initial stages. It is hoped that such crisis mismanagement episodes provided a learning curve to all those in leadership. Shuck and Herd [82] point that leading requires new perspectives of leadership as well as new scaffolding of understanding the complexities of leadership in an evolving landscape; one that maintains varying levels of identity simultaneously. LDPs could include management of crisis, diversity and inclusion, remote working; creativity and innovation; workplace adaptability and work-life balance in order to address current organizational crisis. Kormanik and Rajan [83] assert that managing diversity entails managing in a way that is designed to fully realize the potential benefits that differences could bring to the workplace. Leadership that is open entails being aware of differences in behavior, leveraging strengths, acknowledging biases/prejudices, avoiding assumptions, and focusing on merit. Calls for leadership' humility intensified in the wake of corporate scandals that were attributed to unbridled egos, hubris, sense of entitlement and self importance of corporate executives [4]. HRD could develop LDPs that would take cognizance of leadership behaviors, organizational environment of operation, external pressures as well as envisaged strategic directions, values and the culture that the organization would like to build.

Organizational crisis are areas of inquiry for HRD. Hutchins [47] posits that HRD could offer many opportunities for enhancing organizational crisis management practices. HRD could be at the fore front through the provision of contextualized training programs that address organizational challenges, and help organizations use multidisciplinary approaches and digitalized learning platforms. The current corona virus pandemic that is sweeping across the globe unabated has exposed weaknesses in the majority of our leadership and their unpreparedness at handling national and global crisis meticulously. The pandemic punched holes of unpreparedness that were left gaping and exposed the failure to have communication strategies in place; crises management plans and enough funding and resources to mitigate crises. HRD could facilitate organizational plans that could include crisis management teams, crises budget and funding, crises communication processes, crises training, drills and simulation. HRD could

participate by bringing together crises management communication structures and lobbying for funding and development of standards of operating procedures. It should be noted that through multidisciplinary approaches, HRD could bring all stakeholders together in order to forge a holistic approach that addresses the crises. Emphasis could be on multiple stakeholder approach and continuous learning. Rusaw and Rusaw [84] posit that, an effective crises management program could promote flexible leadership and organizational structures to respond effectively and efficiently during emergencies while promoting openness in participation and multiple formats. This flexibility, it could be opined, could be crucial in order to listen to all voices of reason. The flexibility could also allow experts on the issue to lead and guide the resolution of the crises while networking and working collaboratively with colleagues globally could also allow learning from best practices and approaches since crises may take different forms and shapes that have not been experienced before.

One of the submissions of the 2021 Academy of Human Resources Development (AHRD) scholar-practitioner nomination award was entitled, "*Using HRD Research-to-Practice Frameworks to Mitigate COVID-19 in US Hospitals: Deploying Action Research Strategies in the Coronavirus Pandemic"* Through the submission, De Georgeo et al. [85] provided a vivid example of the role that HRD could assume during times of crises. Working with US Midwestern based hospitals of the Allina Health System; these HRD scholars provided interventions that resulted in increased knowledge of efficient usage of personal protective clothing and defined risk zones. These efforts resulted in lowered risks of self-contamination by less frequent doffing and containment of the COVID 19 patients in specific units to limit hospital-wide outbreaks. Basing on the analysis of the submission by De Georgeo et al. [85], the conclusion reached was that the team demonstrated crucial role requirements and expectations of HRD in times of crisis in terms of identification of blockages in the system and removing these for smoothening operations.

This chapter also addressed uncivil work behaviors, stigmatization and the ill-treatment of whistle blowers. The chapter suggests that through multiple stakeholder approach, HRD could dialog with relevant stakeholders, and design training and counseling services that could address uncivil behaviors [51] and aftermaths of traumatic experiences of violence in the workplace. HRD could also promote local participation to crack down corruption by using public education forums and speaking out against corruption during social gatherings [7]. HRD could also help with the development of anti-corruption knowledge centers and ethical programs for the workplace. Even more, authentic leadership training could ensure that at the helm of organizations there are responsible and ethical men and women who shun corruption and corrupt practicing behaviors and instead choose to lead organizations through integrity and ethical behaviors.

HRD practitioners could also cultivate a culture of networking and collaboration by promoting the use of latest technology to internally integrate organizational members and also to external link with key stakeholders. The use of virtual technologies [86] could provide opportunities of learning organizational culture, organizational expectations and model corporate communication style [87]. As the corona virus raged on, the use of digitalized communication platforms including chat rooms, news feeds, remote meeting platforms, skype and emails for reaching all employees was crucial for organizational communication, continuity and sustainability. Even though digitalized technologies have been in existence for a while, there was no urgency for organizations to adapt to their usage. The corona virus pandemic aftermath should be 'credited' with the elevation of digitalized platforms for remote working in order to ensure organizational continuity and

#### *Muddy Realities of Organizational Existence: Should HRD Dive in or Take an Ostrich Defense… DOI: http://dx.doi.org/10.5772/intechopen.97122*

sustainability. These digitalized channels, even though they became 'fashionable' because of the unwavering nature of the pandemic but it appears that their usage would in some way mark new organizational working styles that were not previously utilized. More importantly, the digitalized platforms have opened new communication channels and cultures that value the sharing of information with employees, listening to all voices of reason and the learning of self-management and self-evaluation of performance. Therefore, through virtual communication channels, individuals, groups, teams and top management could get information about new ideas, new techniques and current important issues so that both the left and right side of the brain of the company would know what is taking place. If after the pandemic, it becomes evidently clear that a good percentage of remote working employees self-managed and achieved work plans, daily activities and the quality of their performance was above average, probably, this could signal that instead of micro-managing employees in the office, it would be ideal for remote work to be given a chance as one of the employees' working platforms. Not only would remote working lessen traffic jams and reduce the number of daily commuters on the road but it would also lessen car emissions experienced on the roads.

During the pandemic, many employees worked remotely from home in order to social distance, observe laid down national protocols, or were socially isolating under observation. Needlessly, all these remote workers required effective guidance from team leaders and supervisors in order to achieve results. Previously, face to face meetings in the office or boardroom were conveniently used and all could read facial cues and body language. Unfortunately, that was not the case with remote working. However, many organizations continued functioning even during turbulent times hence the ability to manage virtual teams is inevitable and cannot be avoided. HRD could provide more ways on how virtual teams could be effectively managed in order to achieve organizational goals. Virtual team leaders could require retooling in order to become supportive to the remotely working employees. Remote workers could require support during the development of their work plans and setting of key performance indicators and action plans. Simultaneously, employees could be developed through e-learning programs so that they transition to the 'new normal' and embrace the status quo of remote work. Through implementation of rightful programs and techniques, employees could be guided to develop new work plans and performance targets. If work expectations and communication channels are clearly communicated and understood, remote working could become a 'new norm' for majority of workers.

Maintenance of work-life balance, even during periods of remote working amidst a raging pandemic is necessary in order to avoid burnout. Employees could be assisted so that they do not become overly overwhelmed by the 'isolation' or overworking themselves to the state of reaching fatigue. Since more time is spared because there is no longer time lost while commuting to work, the use of this extra time could be rewarding as leisure activities like cooking, exercising, gardening, crocheting and painting could be valuable time well spent. The 'resuscitation' of 'old' hobbies that could have been abandoned during periods of work pressure and the lingering on through traffic jams for hours coupled with unending office meetings and office politics could spell healthier lifestyle and the ushering in of effective work-life balance equilibrium that was not in place before.

More importantly, the good part of being with the family and the maintenance of healthier lifestyles including eating homemade freshly cooked foods could be viewed in a positive and appealing light. The organization too could probably relearn to learn that an 'office' does not mean a literal space but could be 'a virtual platform' where all members meet during meetings and discussions. Management of a literal office with all equipment, furniture and maintenance costs could in-fact safe office rental money, including having less or no utilities payments. Even more, as digitalized platforms become familiar to all, organizations could tap into the global talent pool which could diversify the organizational talent and human resources.

HRD has the potentialities to conduct empirical research on topics of corruption, workplace incivility, violence, crisis and scandals to better understand the nature, magnitude, and outcomes of these issues and the extent to which they impact individuals and organizations. HRD professionals could develop appropriate strategies that reduce the likelihood of these unsavory behaviors from recurring. Ghosh et al., [51] posit that HRD could conduct exploratory studies that capture overall status of individual and organizational awareness on the issue of violence and provide preliminary evidence in order to develop theoretical framework. For example, studies point that there has been a relative neglect of research on stigmatization in organizations and work settings [63]. Estes and Wang [88] posit that the phenomenon of uncivil workplace behavior has been largely overlooked by the field of HRD. Therefore the field of HRD has a lot to offer the world in terms of development of empirical research studies to address organizational pressing issues including research on stigmatization, workplace incivility, and organizational corruption. Research findings could provide HRD with opportunities to institute contextualized programs that address encountered challenges.

### **4. Conclusion**

The muddy pools that organizations are steeped in prove that workforce management is a complex and multifaceted role that requires flexibility and adaptability to environmental situations. It requires leadership that could discern and interpret market demands and continuously remodel the organization so that it could adapt to environmental changes like a chameleon. Scholars have a moral imperative to guide leaders, employees and stakeholders through a robust evidence on mechanisms that could help tackle global problems [89]. The field of HRD does not function in an island and 'requires a new paradigmatic shift to continue its growth and evolution' [78]. HRD professionals and practitioners could critically reflect on their own potential culpability in the global crisis and their roles and responsibilities in a post crisis environment [90]. HRD cannot just be a support function, [78], but could show that it has the ability to directly contribute to organizational financial outcomes, organizational competitiveness and effectiveness including addressing organizational social ills with other disciplines. Gubbins and Garavan [91] posit that HRD practitioners could work on more complex problems such as change initiatives rather than concentrating on training programs. It should be noted that by bringing relevant stakeholders together, HRD would not necessarily be assuming the 'jack of all trades persona' but through coordination of activities, HRD could bring together rightful stakeholders for multidisciplinary approach in resolving of issues and the use of diverse expertise in order to address organizational challenges from different perspectives. De Man et al. [92] posit that collaborative research is beneficial and would allow both Scholars and Practitioners to research on topics that are common to both groups. HRD practitioners therefore, could create platforms for interaction with various organizational departments, functions and groups and individuals in order to manage projects and activities. By assuming a bigger organizational role, HRD could dive into the muddy pool of organizational realities and not take the ostrich defense from the sidelines- HRD sees and hears and cannot take an ostrich defense. HRD could open new research pathways and avenues for the understanding of different environmental climates and for the

*Muddy Realities of Organizational Existence: Should HRD Dive in or Take an Ostrich Defense… DOI: http://dx.doi.org/10.5772/intechopen.97122*

development of appropriate interventions that could support both leadership and the workforce to become flexible and adaptive to environmental dynamics of organizational operations.

N.B. Original article presented at the 2016 AHRD International Research Conference in the Americas, February 18–20, at Jacksonville, Florida, USA.
