This article addresses an important, yet often underattended to, aspect of the strategy development process: fostering the use of strategic learning practices in the simultaneous practice of developing strategy and cultivating strategic mindset awareness. The need for addressing this aspect of the strategy development process is increasingly important because of the intensifying complexity of the task environment. Following a framing of this context in terms of a complex adaptive systems perspective, a conceptual model for addressing this strategic HRD challenge is presented. The model is based on two distinct, yet in terms of potential implications for HRD practice, interconnected streams of literature: strategic learning practices, and adult development theory (specifically, constructive developmental theory and developmental action inquiry). The implications for HRD practices seeking to address this need, along with implications for future research, are also discussed. (Contains 1 table and 2 figures.)