Purpose: The intentions of this article are to contribute reflections of an empirical account of working with critical reflection within an organisational development programme, addressing the following questions: What space is there for critical reflection in organisational development? What issues are raised for in-company developers and providers by advocating critical reflection in organisation practice? Design/methodology/approach: A case study approach is taken, presenting an empirical account of a management and organisational development programme that integrated action learning and critical reflection. Findings: The account illustrates difficulties of employing critical reflection within the workplace arising from the more complex power relations between the multiple stakeholders in a commercial context. In particular, dissonance provoked by critical reflection confronts the client with a tension over whether to see organisation members primarily as customers to please or as participants in a change process which inevitably will disrupt. Practical implications: In making sense of the perspectives of different stakeholders a model is presented to help practitioners in development of this kind to anticipate potential issues. Originality/value: The paper presents a rare account of employing critical reflection in a work organisation development programme. (Contains 1 table.)