The Problem Change has changed, and workplaces are grappling with new complexities and ambiguities. Human resource development (HRD) scholar-practitioners are called upon to help workplaces learn to navigate these changes; however, traditional approaches have limited utility when dealing with dynamic, emergent change. To address these limitations, scholars have proposed adopting enactive approaches that are rooted in systems thinking and complexity theories, but there is limited understanding of what this means in HRD practice. The Solution This article explores HRD responses to change from an enactive perspective. Enactivism suggests that people create their context through engagement with physical and social environments. From this perspective, reflection is not necessarily “on” experience, as if somehow separate from it. Rather, reflection is active engagement in, by, and through experience. This article aims to expand theoretical understanding and practical applications of enactivism in workplace learning. The Stakeholders HRD scholar-practitioners seeking new options for navigating workplace learning complexities.

中文翻译：

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进行反思：解决工作场所复杂性的新方法

问题变化已经改变，工作场所正在努力应对新的复杂性和模糊性。呼吁人力资源开发（HRD）的从业人员帮助工作场所学习应对这些变化；但是，传统的方法在处理动态的突发变化时效用有限。为了解决这些局限性，学者们提出了采用基于系统思考和复杂性理论的主动方法，但是对于这在HRD实践中意味着什么却知之甚少。解决方案本文从积极的角度探讨了人力资源开发对变化的反应。积极主义建议人们通过与自然环境和社会环境互动来创造自己的环境。从这个角度来看，反思并不一定是“对”体验，似乎与之分离。相当，反思是积极参与，通过和通过经验。本文旨在扩大在工作场所学习中对Envitism的理论理解和实际应用。利益相关者HRD学者从业者正在寻求新的选择，以解决工作场所学习的复杂性。