Difference between revisions of "After Action Review"
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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’s a process developed to help teams to learn quickly from their successes and failures 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 | + | {{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’s 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), Knowledge Management in Theory and Practice. Kimiz Dalkir, 2005 </ref> See also: [[Action Review]]}} |
Revision as of 15:20, 17 July 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’s 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 |
References
- ↑ www.library.nhs.uk(14 April 2008), Knowledge Management in Theory and Practice. Kimiz Dalkir, 2005