Implementing after-action review systems in organizations: Key principles and practical considerations

Cliff Scott; Alexandra M. Dunn; Eleanor B. Williams; Joseph A. Allen

doi:10.1017/CBO9781107589735.027

Implementing after-action review systems in organizations: Key principles and practical considerations

Cliff Scott, Alexandra M. Dunn, Eleanor B. Williams, Joseph A. Allen

Psychology

Research output: Chapter in Book/Report/Conference proceeding › Chapter

7 Scopus citations

Abstract

Actors in high-reliability organizations often form meetings to discuss incidents and learn from them. Such after-action reviews (AARs) are structured opportunities for shared retrospective learning, innovation development, and continuous improvement. Research on AARs has examined the meeting-level antecedents and outcomes associated with various elements of AARs, but has generally stopped short of considering how they should influence and respond to the organizations in which they are situated. After connecting the functions of AARs using the theoretical frameworks of collective sensemaking, organizational learning, and knowledge management, this chapter presents an input-process-output model of AAR systems that accounts for a range of extra-meeting factors that influence and are influenced by the content of retrospective discussion. It also describes best practices and directions for future research associated with these inputs, processes, and outputs.

Original language	English (US)
Title of host publication	The Cambridge Handbook of Meeting Science
Publisher	Cambridge University Press
Pages	634-659
Number of pages	26
ISBN (Electronic)	9781107589735
ISBN (Print)	9781107067189
DOIs	https://doi.org/10.1017/CBO9781107589735.027
State	Published - Jan 1 2015

Keywords

After-action reviews
Group discussion
Group learning
Input-process-output models
Meeting facilitation
Organizational knowledge management
Postmortems
Sensemaking

ASJC Scopus subject areas

Economics, Econometrics and Finance(all)
General Business, Management and Accounting

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10.1017/CBO9781107589735.027

Cite this

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abstract = "Actors in high-reliability organizations often form meetings to discuss incidents and learn from them. Such after-action reviews (AARs) are structured opportunities for shared retrospective learning, innovation development, and continuous improvement. Research on AARs has examined the meeting-level antecedents and outcomes associated with various elements of AARs, but has generally stopped short of considering how they should influence and respond to the organizations in which they are situated. After connecting the functions of AARs using the theoretical frameworks of collective sensemaking, organizational learning, and knowledge management, this chapter presents an input-process-output model of AAR systems that accounts for a range of extra-meeting factors that influence and are influenced by the content of retrospective discussion. It also describes best practices and directions for future research associated with these inputs, processes, and outputs.",

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AU - Williams, Eleanor B.

AU - Allen, Joseph A.

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Implementing after-action review systems in organizations: Key principles and practical considerations

Abstract

Keywords

ASJC Scopus subject areas

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