ABSTRACT
This chapter focuses on the use and experience of reflection in organizational work, whether this be from the role of consultant or manager. It examines the concept and practice of reflection from the perspective of social and political relations in organizations, and considers the unconscious processes which may transpire from consultancy engagements. The chapter presents a case vignette of a consultancy assignment with a public sector organization. It discusses the topic of reflection in consultancy, looking at various ways that consultants may use reflection and reflective space so as to “keep the blinds up” on the reality of organizational life. The chapter concludes that organizational reflective practice is to find and create meaning to work experiences, and that while reflection may not resolve organizational problems, it assists people to see things as they are: their realities, as such.
