The idea for this volume emerged from our shared critique of the current theory and practice of reflection. Our motivation is to show the potential for developments within this field, to bring together some of the best thinking and writing, and particularly to extend perceptions of reflection beyond the enduring notion of the ‘reflective practitioner’. The starting point for our critique is that reflection has been seen primarily as a key element of individual learning and the application of learning, rather than as an organizing process. In practice, the responsibility for reflection is often located with the individual, either to do it for her/himself (when there’s time), or to be responsible for the review of other individuals’ performance, mostly in relation to people within subordinate roles. In other words, reflection has been primarily concerned with individual rather than organization development. Our aim is to bring together a collection of chapters that can help to underpin a shift in thinking about reflection and what reflection involves in practice. Our view is that less emphasis needs to be placed on reflection as the task of individuals, and more emphasis needs to be put on creating collective and organizationally focused processes for reflection. Another way of saying this is: less about the individual reflective practitioner and more about organizing reflection.