Difference between revisions of "After Action Review"
From Learning and training wiki
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{{Tool|Orginizing an After Action Review| | {{Tool|Orginizing an After Action Review| | ||
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− | ==''' | + | =='''Step by Step'''== |
− | '''Before''' | + | '''Before the Meeting''' |
+ | *'''Organize the meeting right after the event'''. After Action Reviews should be conducted as soon as possible after the event took place, in order to have fresh memories of it, and learning can be applied immediately. | ||
+ | *'''Build a climate of trust'''. The ideal climate for an After Action Review 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. | ||
+ | *'''Recruit 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 the Meeting''' | |
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+ | *'''Analyze 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. | ||
+ | *'''Analyze the success obteined'''. ‘Ask what went well? ’ Here you are looking to build on [[Good Practices]] as well as learning from mistakes. For each point that is made about what went well, keep asking a ‘why?’ question. | ||
+ | *'''Analyze 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 participants about things that should be done differently next time. | ||
+ | *'''Ensure 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. | ||
+ | *'''Record 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''' | '''After''' | ||
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*'''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. | *'''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. | ||
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The facilitator plays three main roles which are the follows: | The facilitator plays three main roles which are the follows: | ||
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'''Leadership role''' | '''Leadership role''' | ||
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*To participate when the group is interacting poorly or in the wrong direction, by promoting new discussion | *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 | *To promote team building in a cohesive, interactive, and productive way | ||
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'''Referee role''' | '''Referee role''' | ||
*To regulate and maintain order of the group discussion, discouraging participants from talking at the same time | *To regulate and maintain order of the group discussion, discouraging participants from talking at the same time | ||
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*To deal with problems, and to control people within the group, allowing everyone to participate freely | *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 | *To manage the time, and adhere to the meeting timetable ensuring completion of the agenda | ||
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'''Neutral role''' | '''Neutral role''' | ||
*The facilitator is neutral, and pragmatic, because he takes a detached look at the discussion | *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<ref> [http://www.library.nhs.uk http://www.library.nhs.uk] (14 August 2008) , [http://www.mindtools.com www.mindtools.com] (28 August 2008), [http://www.daretoshare.com www.daretoshare.com] (28 August 2008), [http://www.work911.com www.work911.com] (28 August 2008) </ref> | *He encourages feedback, promoting discussion of each point of the meeting<ref> [http://www.library.nhs.uk http://www.library.nhs.uk] (14 August 2008) , [http://www.mindtools.com www.mindtools.com] (28 August 2008), [http://www.daretoshare.com www.daretoshare.com] (28 August 2008), [http://www.work911.com www.work911.com] (28 August 2008) </ref> | ||
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Revision as of 13:03, 15 September 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 |
Orginizing an After Action Review |
Step by StepBefore the Meeting
During the Meeting
After
Facilitator's RoleThe facilitator plays three main roles which are the follows: Leadership role
Referee role
Neutral role
Job Aids |
References
- ↑ www.library.nhs.uk(14 April 2008), Wikipedia (14 April 2008), www.au.af.mil (14 April 2008)
- ↑ http://www.library.nhs.uk (14 August 2008) , www.mindtools.com (28 August 2008), www.daretoshare.com (28 August 2008), www.work911.com (28 August 2008)