Purpose The purpose of this paper is to highlight the Western roots of the gap between practice and theory in HRM to underline the relevance of a flexible HR support. This support deserves to be nurtured by an insightful consideration of traditional Chinese thought, especially “vital nourishments” and “non-action.” Design/methodology/approach Following the methodology of deconstruction provided by French Sinologist and Philosopher François Jullien, this paper brings forward the implicit tenets of Western thought that feed HRD. The work of deconstruction relies here on an “heterotopia” (which literally means “a thought coming from elsewhere”) while making use of the founding tenets of traditional Chinese thought. Findings A flexible support, echoing some existing practices of coaching, mentoring and other developmental interactions, acts as an efficient and natural “non-active” development of HR especially relevant when facing stress at work. Research limitations/implications If it is worth recalling the already existing bridges between theory and practice in HRM, it is also important to imagine new ones favorable to HRD. Practical implications The paper provides a critical reference for managers in charge of HRD. Social implications The paper provides a critical reference for academics who wish to be more scholarly engaged in supporting executives and managers. Originality/value The paper challenges the Western ethnocentric reading of management in order to welcome another millenary way of thinking built in China. It escapes the fundamentals of managerial thought which have durably ruled over Western management studies.