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Metaphors can be viewed as central to the task of accounting for how we think about things, make sense of reality, and set the problems we try to solve. How then can we learn about the HRD view of the world from our use of metaphor? How do we in HRD limit our thinking by using certain metaphors? What alternative metaphors might suggest new ways of approaching HRD? This article contains an argument for completing an analysis of HRD metaphor, a fourstep framework for that analysis, and the findings of a partial application of those steps based on recent HRD literature. Issues for HRD are raised and discussed.
Darren C. Short (2000) studied this question.