Critical approaches to HRD do not focus solely on improving organizational performance; instead, they address previously undiscussable issues such as power, politics, class, sexism, racism, and heterosexism. Since critical HRD often seeks to raise problems instead of solve them immediately, it is sometimes criticized for being elitist and detached from practice. In this paper, I propose that critical approaches to action research can allow practitioners and researchers to integrate critical approaches into actual practice. (Contains 1 table.)