ABSTRACT
This chapter discusses major themes under the following headings: moving from individual to organizational perspectives; the importance of understanding the concept of critical reflection; critical reflection and supervision; traps for new players; power discrepancies and vulnerability; and helpful strategies going forward. Clearly there are issues of getting approval to conduct and pay for training within a bureaucratic organization. This is a truism. However learning from Cooper-Illingworth's experience, it might be strategic to locate supportive managers before instituting a formal application. Clearly it can be helpful to have outside facilitators involved, and to have a formalized partnership for implementing such a program. This allows both internal and external input, which allows not only different perspectives, but also a capacity to bring about change through different avenues. Having external involvement can raise the importance of a change project like critical reflection, but coupled with internal input ensures that the project is owned by the organization and is therefore fully committed to it.
