Being critically reflective encourages an attitude of identifying what is of value, what works and what doesn’t in practice and in organizational life more generally. Individuals and groups engaging with their experiences identify not only what they might want to change in their own attitudes or practice, but also what wider changes, including organizational changes are desirable. This raises questions about how the organization can learn from these reflections: how can individuals or groups influence organizational culture or processes. Is it enough that individuals or groups change or seek change in their own practice? Will this in itself bring about organizational change? Does this individual learning need an organizational culture of learning to be influential? Or alternatively, does an organization need its own broader reflective processes and structures? What difference does it or might it make if an organization formally endorses or uses a critically reflective approach? Does it or would it make it easier to be critically reflective if the organizational culture embodies the attitudes and concepts of organizational learning? This chapter engages with these questions initially by exploring related literature on organizational learning. This is followed by identifying ways that individuals, groups and organizations can more consciously use critical reflection to foster being critically reflective at an organizational level.
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