ABSTRACT
Reflection has become central to social work practice, being a theme that runs through the Professional Capabilities Framework. Strength-based approaches (SBAs) originated in America in the 1990s, with Saleeby and Weick et al, being some of its founders, and it soon gained popularity as an alternative to a psychodynamic approach which critics consider deficit focused. This chapter examines how to set up a project with a team of social workers based in an inner London local authority, with the aim of utilising critical reflection to help introduce or focus a team's practice on SBAs. It aims to evaluate the project by developing questionnaires that were to be completed on the first and last session. However, despite the positives, there are obstacles or concerns raised that cannot be ignored. Participants and management had concerns around the time needed for structured reflection and there was a resistance to making room for these sessions.
