This document contains three papers on emotions and behavior in the workplace and their implications for human resource development (HRD). "Analyzing Training from an Emotions Perspective" (Darren C. Short) reviews the empirical and theoretical literature on emotions and explains how the literature can be used to analyze incidences in the training context. Two short scenarios are presented that illustrate how the literature can be used to provide insight on breakdowns during a training course and on building emotions into the training design. "The Planned and Unintended Emotions Generated by a Corporate Change Programme: Managing the Gaps and Their Implications for HRD Practice" (Sharon Turnbull) discusses a study that examined the implications of management of emotions through culture change programs by investigating the emotional response of participants in one such program at a large corporation. "Conceptualizations of Emotional Behavior in Organizational Contexts: A Framework for Understanding the Implications of HRD Research and Practice" (Jamie L. Callahan, Eric E. McCollum) applies paradigmatic lenses to the study of emotional behavior in organizations. The paradigmatic approaches are represented by the interconnection of objective-subjective and emergent-managed continua regarding emotional behavior. A scheme of four overlapping approaches (functionalist, interpretivist, dialogic deconstructionist, structural determinist) to emotional behavior practical interventions is also presented. All three papers include substantial bibliographies. (MN)