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Critical reflection in the workplace: is it just too difficult?

Critical reflection in the workplace: is it just too difficult? Purpose – The intentions of this article are to contribute reflections of an empirical account of working with critical reflection within an organisational development programme, addressing the following questions: What space is there for critical reflection in organisational development? What issues are raised for in‐company developers and providers by advocating critical reflection in organisation practice? Design/methodology/approach – A case study approach is taken, presenting an empirical account of a management and organisational development programme that integrated action learning and critical reflection. Findings – The account illustrates difficulties of employing critical reflection within the workplace arising from the more complex power relations between the multiple stakeholders in a commercial context. In particular, dissonance provoked by critical reflection confronts the client with a tension over whether to see organisation members primarily as customers to please or as participants in a change process which inevitably will disrupt. Practical implications – In making sense of the perspectives of different stakeholders a model is presented to help practitioners in development of this kind to anticipate potential issues. Originality/value – The paper presents a rare account of employing critical reflection in a work organisation development programme. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of European Industrial Training Emerald Publishing

Critical reflection in the workplace: is it just too difficult?

Journal of European Industrial Training , Volume 32 (5): 11 – Jun 6, 2008

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References (48)

Publisher
Emerald Publishing
Copyright
Copyright © 2008 Emerald Group Publishing Limited. All rights reserved.
ISSN
0309-0590
DOI
10.1108/03090590810877094
Publisher site
See Article on Publisher Site

Abstract

Purpose – The intentions of this article are to contribute reflections of an empirical account of working with critical reflection within an organisational development programme, addressing the following questions: What space is there for critical reflection in organisational development? What issues are raised for in‐company developers and providers by advocating critical reflection in organisation practice? Design/methodology/approach – A case study approach is taken, presenting an empirical account of a management and organisational development programme that integrated action learning and critical reflection. Findings – The account illustrates difficulties of employing critical reflection within the workplace arising from the more complex power relations between the multiple stakeholders in a commercial context. In particular, dissonance provoked by critical reflection confronts the client with a tension over whether to see organisation members primarily as customers to please or as participants in a change process which inevitably will disrupt. Practical implications – In making sense of the perspectives of different stakeholders a model is presented to help practitioners in development of this kind to anticipate potential issues. Originality/value – The paper presents a rare account of employing critical reflection in a work organisation development programme.

Journal

Journal of European Industrial TrainingEmerald Publishing

Published: Jun 6, 2008

Keywords: Critical thinking; Organizational change; Organizational development; Stakeholder analysis; Private sector organizations

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