change (Chapters 12-14). Each of these domains shares three HRD practices useful in the execution of its respective goals: analysis (Chapter 15), design of interventions and initiatives (Chapter 16), and evaluation (Chapter 17). The relationship of these elements is depicted in Figure 1.1.
Determining an appropriate definition for strategic HRD helps to focus our attention on the critical professional practice domains of HRD: organizational learning, performance, and change. It is also important to examine the forces causing change in HRD as well as the misconceptions surrounding HRD as a profession. Identifying the mission and purpose of HRD programs and the priorities of HRD professionals shapes the focus of HRD. Identifying the outcomes and examining the challenges facing HRD are also essential, and determining what the HRD function and its professionals will look like in the twenty-first century is of vital importance to understanding strategic HRD. Finally, strategic HRD consists of several interdependent elements, domains, and practices.