Theorising and practitioners in HRD: the role of abductive reasoning

PurposeThe purpose of this paper is to argue that abductive reasoning is a typical but usually unrecognised process used by HRD scholars and practitioners alike.Design/methodology/approachThis is a conceptual paper that explores recent criticism of traditional views of theory‐building, based on the privileging of scientific theorising, which has led to a relevance gap between scholars and practitioners. The work of Charles Sanders Peirce and the varieties of an abductive reasoning process are considered.FindingsAbductive reasoning, which precedes induction and deduction, provide a potential connection with HRD practitioners who face difficult problems. Two types of abductive reasoning are explored – existential and analogic. Both offer possibilities for theorising with HRD practitioners. A range of methods for allowing abduction to become more evident with practitioners are presented. The authors consider how abduction can be used in engaged and participative research strategies.Research limitations/implicationsWhile this is a conceptual paper, it does suggest implications for engagement and participation in theorising with HRD practitioners.Practical implicationsAbductive reasoning adds to the repertoire of HRD scholars and practitioners.Originality/valueThe paper elucidates the value of abductive reasoning and points to how it can become an integral element of theory building in HRD.