Difference between revisions of "After Action Review"
From Learning and training wiki
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| − | {{Term|AFTER ACTION REVIEW|Briefing or analysis following the completion of an activity to allow employees and leaders to see whether anything could have or should have been done differently. It is a process developed to help teams to learn quickly from their successes ([[Good Practices|good practices]]) and failures ([[Lessons Learned|lessons learned]]) and share their learning with other teams and it should be performed after each identifiable event or milestone, and becomes a live learning process to help support [[Learning Organizations|learning organizations]]. It involves conducting a professional structured and facilitated discussion after a task or project has been completed to review what should have happened, what actually happened and why it happened; this allows participants to learn how to sustain strengths and improve on weaknesses in subsequent tasks or projects.<ref> [http://www.library.nhs.uk www.library.nhs.uk](14 April 2008), [http://www.wikipedia.org Wikipedia] (14 April 2008), [http://www.au.af.mil www.au.af.mil] (14 April 2008) </ref> See also: [[Action Review]]. See: [[HOW TO DO|HOW TO DO]] }} | + | {{Term|AFTER ACTION REVIEW|Briefing or analysis following the completion of an activity to allow employees and leaders to see whether anything could have or should have been done differently. It is a process developed to help teams to learn quickly from their successes ([[Good Practices|good practices]]) and failures ([[Lessons Learned|lessons learned]]) and share their learning with other teams and it should be performed after each identifiable event or milestone, and becomes a live learning process to help support [[Learning Organizations|learning organizations]]. It involves conducting a professional structured and facilitated discussion after a task or project has been completed to review what should have happened, what actually happened and why it happened; this allows participants to learn how to sustain strengths and improve on weaknesses in subsequent tasks or projects.<ref> [http://www.library.nhs.uk www.library.nhs.uk](14 April 2008), [http://www.wikipedia.org Wikipedia] (14 April 2008), [http://www.au.af.mil www.au.af.mil] (14 April 2008) </ref> See also: [[Action Review]]. |
| + | See: [[HOW TO DO AFTER ACTION REVIEW|HOW TO DO AFTER ACTION REVIEW]] }} | ||
Revision as of 07:40, 28 August 2008
 AFTER ACTION REVIEW |
| Briefing or analysis following the completion of an activity to allow employees and leaders to see whether anything could have or should have been done differently. It is a process developed to help teams to learn quickly from their successes (good practices) and failures (lessons learned) and share their learning with other teams and it should be performed after each identifiable event or milestone, and becomes a live learning process to help support learning organizations. It involves conducting a professional structured and facilitated discussion after a task or project has been completed to review what should have happened, what actually happened and why it happened; this allows participants to learn how to sustain strengths and improve on weaknesses in subsequent tasks or projects.[1] See also: Action Review. See: HOW TO DO AFTER ACTION REVIEW |
References
- ↑ www.library.nhs.uk(14 April 2008), Wikipedia (14 April 2008), www.au.af.mil (14 April 2008)