The HRD literature has long neglected a construct of feedback seeking behavior (FSB). This construct has emerged and evolved primarily in the organizational behavior literature during the past decade. It is argued that awareness of the findings from this literature could have a significant impact on current HRD practices. This article explores theoretical and empirical research on FSB. It examines both the individual and situational factors that affect feedback seeking and the effects of feedback seeking on the individual and the organization. Obstacles to feedback seeking are discussed in light of intervention possibilities. In conclusion, the author focuses on the implications for training and organization development practices.