The problem and the solution. Chapters 2 through 7 of this journal describe different aspects of the application of metaphor to HRD work. They contribute metaphorical threads that are useful in their own right and can be made even more so when combined. How, then, can HRD professionals weave those threads together to produce a more coherent picture of ways to apply metaphor in their own work? This chapter provides an overview of the variety and range of metaphor application in HRD with reference to approaches described in this journal and elsewhere.Social scientists, like people in everyday life, tend to get trapped by their perspectives and assumptions. As a result, they construct, understand, and interpret the social world in partial ways, creating interesting sets of insights but obliterating others as ways of seeing become ways of not seeing.- Morgan (1997b, p. 277) Each chapter in this issue has already contributed key insights to the current and potential application of metaphor in HRD. For example, Shindell and Willis (2001), Daley (2001), and Ardichvili (2001) all described different approaches to collecting and analyzing metaphors as part of the research process. Basten (2001) and Kraemer (2001) directed the torch toward applications within organizations, the former to diagnose organizations and the latter to generate new metaphors for understanding organizational issues. Finally, Kuchinke (2001) illustrated how paradigms influence metaphorin-use and explored the need for HRD professionals to seek out metaphors that represent new paradigms. Each of the chapters raised, implicitly or explicitly, implications for HRD education in terms of the use of metaphor in educating HRD professionals, the use of metaphor by HRD professionals when educating their clients, and the need for HRD professionals to be educated in metaphor theory and practice.Given that each chapter touched on only part of the potential application of metaphor in HRD, how can professionals in the discipline pull the infor-