Uncertainty, change and conflict are inevitable aspects of organizational life. ‘Professionals practice in an uncertain and ever-changing world and they need to develop creative, innovative and proactive approaches to professional practice (Titchen and Higgs 2002, p. 288). For many practitioners, the rate of change in organizations and society generally means they feel they are living with constant instability. Being critically reflective can enable practitioners to acknowledge their and their organization’s assumptions and preferences about uncertainty and how to develop strategies to live with it. When uncertainty becomes specific change, practitioners will face different challenges and again being critically reflective encourages assumptions about change to surface, altering those that are unhelpful and developing strategies to work constructively with change — or to oppose it. Critical reflection enables people to unearth the values that are influencing their practice and Oliver and Keeping (2010, p. 103) suggest these can act as a ‘beacon to guide us and help us make sense of challenges to our identity during times of change’. This chapter will also take further the issues in relation to conflict partly explored in Chapter 4, identifying how critical reflection can generate strategies for managing or resolving conflict.
Swipe to navigate through the chapters of this book
Please log in to get access to this content
To get access to this content you need the following product:
- Managing Uncertainty, Change and Conflict
- Macmillan Education UK
- Sequence number
- Chapter number