Chapter 1: The book's Structure, the central question and some challenges.
Chapter 2: Starting points.
Chapter 3: The Reflective Lens.
Chapter 4: The Team Lens.
Part Two: About Reflection: Learning through its interests and practices.
Chapter 5: Reflecting on Practice.
Chapter 6: An interest in being-human-well: The practices of reflection on the me's-with-we's, on individuals and teams.
Chapter 7: An interest in embracing uncertainty: The practices of reflection as working with fuzziness and the risks involved in service improvement and workplace transformation.
Chapter 8: An interest in the bottom line: The practices of reflection as improving practice and getting results.
Chapter 9: An interest in reflection as the art of asking serious questions.
Part Three: About TEAMS: Being the best we can.
Chapter 10: What is a team?.
Chapter 11: Team learning and team work = Teamability.
Chapter 12: The centrality of values.
Chapter 13: Reflecting on the roles and contributions of the individual vis-à-vis the team.
Chapter 14: Reflecting on knowledge for competent practice.
Chapter 15: Reflecting on the kinds of conversations we have with each other in a team.
Chapter 16: Teams as a forum for asking serious questions.
Part Four: About DEVELOPING REFLECTIVE TEAMS: How to get there.
Chapter 17: How to get there.
Chapter 18: TA2LK and reflective conversations of possibility.
Chapter 19: The 'faces' for TA2LK.
Chapter 20: TA2LK as a facilitated team learning process.
Chapter 21: Cultures of care.
Chapter 22: The Care Zone: developing a team's emotional literacy.
Chapter 23: The Creative Zone: developing a team's ability to think and act differently.
Chapter 24: The Service Improvement Zone: making a difference.
Chapter 25: Evidence of positive change and sustainable improvement.
Chapter 26: Service user initiated team development.
Chapter 27: Why not try this?.
Chapter 28 Developing reflective teams: perception and reality
* Links better team learning with better care
* Illustrates team work from acute trusts, community practice and primary care trusts
* Examines the roles of leadership and facilitation
* Identifies essential features of a reflective healthcare team
* Presents an evidence-based model for developing the reflective team