Difference between revisions of "After Action Review"

Steps

Before

• Orginizing the meeting right after the event: After Action Reviews should be conducted as soon as possible after the event, in order to have fresh memories of it, and learning can be applied immediately.
• Building a climate of trust: The ideal climate for an AAR is one of trust, openness and commitment to learning. AARs are learning events, not critiques, and so should not be treated as performance evaluation. During AAR the hierarchic organization should be excluded, so that junior members can feel free to comment the seniors’ actions.
• Recruiting a facilitator: Ideally the facilitator should by someone who has not taken part in the project so that he/she can remain objective. The main purposes of the facilitator are to help the team to learn by drawing out answers, insights and previously unspoken issues; to ensure that everyone has an opportunity to contribute.

During

• Analizing what happened and what was supposed to happen: Ask ‘what did we set out to do?’ and ‘what did we actually achieve?’. It could be useful to revisit the original plan. This can help to identify the part of the project that were effective and the ones that were not.
• Analizing the success obteined: ‘Ask what went well? ’ Here you are looking to build on good practice as well as learning from mistakes. For each point that is made about what went well, keep asking a ‘why?’ question.
• Analizing what should be improved: Ask ‘What could have gone better?’. The focus is not on failures but on imporvements. Even if no mistakes are made as such there is almost always scope for improvement. Try to ask to participant about things that should be done differently next time.
• Ensuring that everyone feels fully heard before leaving the meeting : It is important that participants do not leave the meeting feeling that they have not been heard or that things have been left unsaid.
• Recording the meeting: It is important to have a clear and interesting account of the After Action Review and its learning points, both as a reminder to those involved and in order to effectively share that learning with others.

After

• Sharing the learning: As well as distributing your account of the After Action Review to the project team, you need to consider who else could benefit from it. You also need to make your learning more widely available so that people working on similar projects in the future might also benefit.

Facilitator's Role

The facilitator plays three main roles which are the follows:

Leadership role

• To focus on providing a direction to the group when the leader fails to fulfill their role
• To stimulate and encourage constructive debate between group members
• To support members of the group, helping them to bring information, and to build new ideas
• To participate when the group is interacting poorly or in the wrong direction, by promoting new discussion
• To promote team building in a cohesive, interactive, and productive way

Referee role

• To regulate and maintain order of the group discussion, discouraging participants from talking at the same time
• To protect members, and ensure that all contributions to the discussion are treated equally
• To deal with problems, and to control people within the group, allowing everyone to participate freely
• To manage the time, and adhere to the meeting timetable ensuring completion of the agenda

Neutral role

• The facilitator is neutral, and pragmatic, because he takes a detached look at the discussion
• He encourages feedback, promoting discussion of each point of the meeting^[2]

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