ABSTRACT
This chapter discusses a case example of a suite of training programs which were designed to incorporate a more organizational approach to critical reflection. Critical reflection had been regularly identified by several sets of workers such as frontline practitioners, supervisors, team leaders, and professional development coordinators as a continuing need at many levels. A very common theme concerns assumptions about responsibility. Many social workers, especially those at more senior levels, assume that they have overarching responsibility for their workers' overall welfare. They often perceive themselves as failures when there are of aspects of this they believe they haven't managed to control. There seemed to be little difficulty in gaining the commitment of specific teams to undertake critical reflection training, but again finding the work space and time often proved difficult. Clearly the issue of composition of groups for the type of critical reflection training being outlined here is one which must be thoughtfully addressed.
