In this article, the authors argue the need to go beyond the idea of reflective public administration to reflexive public administration. They explore the meaning of reflexivity, in particular self-and critical reflexivity, and suggest that reflexive practice is crucial to public administration because it can lead to more critical, responsible, and ethical actions. This can provide a basis for organizational transformation. The article concludes by offering a number of resources for teaching self-and critical reflexivity.

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This essay argues that the Korean crisis is caused by the enduring problems of administrative culture, such as central control of decision-making, corruption, passive learning, moral decay, and a lack of self-governance and autonomy of administrators. The crisis has brought organisational paralysis because public administrators are not capable of responding to and coping with the crisis situation. The authors state that solutions to these problems are difficult and require strategies beyond short-term, instrumental solutions because change involves education and raising consciousness of public servants at all levels.