Remember I said something on the lines of HR being a paradoxical job?
Prasad looks at a multiple personality disorder that certain HR professionals seem to exhibit:
During most of their time in office 'Personality 1' (let us call it P1, the dominant personality) is in operation. This involves carrying out their job related activities in a manner that does not reflect application of behavioral science theories/principles in any significant way.
Once in a while another personality (let us call it P2) surfaces. When this happens the HR professional gathers other HR professionals in the team, gets into a meeting room and talks about behavioral science principles/theories and their implications for HR practices.
True to the nature of the disorder, P2 vanishes as soon as one gets back to day-to-day HR work and P1 takes over. Of course there are other avenues for P2 to surface including HR conferences, seminars etc. By the way, blogs might also provide an opportunity for P2 to surface !!!
Why is this the case?
My personal take on the issue is that often when one is caught up in 'operational tasks' the "process orientedness" in the role takes over. The scare of metrics, reports, influencing the business leaders to get the annual budget approved, all these activities don't let the "conceptual or theoretical" thoughts creep in. Even if they do creep in, they are quickly banished to the corner.
However, when such HR professionals reflect and discuss (and boy, can they discuss!!) their ability to question "fundamental issues" comes to the fore. As facilitators of meaning, they often end up questioning themselves.
Maybe, as Prasad hints, this is a way for them to recharge their batteries.