Abstract
This article highlights a study undertaken in the workplace that observed the features of a National Health Service (NHS) general manager's job that determined ‘reflective space’ at work. The study was initiated following the suggestion that the workplace might conspire to limit reflective practice amongst NHS general managers who would ordinarily espouse the value of such an approach. Assessing this inference would, arguably, illuminate the relative productivity of meetings and workplace events and assist in future application amongst NHS employees. The study did not attempt to question whether NHS general managers were armed with the competencies of reflection but whether they were able to apply it having developed the skills and what might constrain them. In doing so there would then be opportunities to challenge convention through the application of a reflective tool. The study involved the classification of work events where reflection was notably high or low. An analysis of data indicated five major characteristics of the reflective practitioner's workplace that can inhibit or facilitate reflective practice. This has enabled the development of a reflective tool to assist NHS general managers. The tool might therefore be added to the personal management development ‘toolkit’ that each general manager might wish to access.
Published Version
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