Human resource development (HRD) is no longer about simply acquiring the skills needed to perform a task and is now a tool which can shape society and the ways in which we interact with one another. At the forefront of this transition are new ways of imagining HRD, including critical human resource development (CHRD) and critical management studies (CMS). This article examines the preconceptions learners bring with them into critical HRD programs. The study presented is an exploratory case study at an international organization with offices in the United States and Canada. Semi-structured interviews with six participants and a document analysis are the primary methods. The findings indicate a lack of understanding about core CHRD and CMS concepts (oppression, emancipation, empathy, and democratic participation) negatively impacts intended learning outcomes. This study has important implications for the future of HRD research and practice. [The dissertation citations contained here are published with the permission of ProQuest LLC. Further reproduction is prohibited without permission. Copies of dissertations may be obtained by Telephone (800) 1-800-521-0600. Web page: http://bibliotheek.ehb.be:2222/en-US/products/dissertations/individuals.shtml.]