An after-action review (AAR) is a raising awareness or de-brief (debriefing) process allowing users and those involved with the project or event to analyze what happened, why it happened, and how it might be done better. The United States was the first to create AARs in the formal sense. Army.
All US military services, as well as many other non-US organizations, employ formal AARs. They’ve found their way into the workplace as a knowledge management tool and a method to foster a sense of shared responsibility. An AAR happens as part of the leader’s intent, planning, preparation, action, and review cycle. An AAR differs from a de-brief in that it starts with a direct comparison of expected and actual outcomes.
An AAR differs from a post-mortem in that it focuses only on the actions of the members; the lessons learned from the review are carried forth by the respondents. There are no suggestions for others. AARs can be cascaded in bigger operations to keep each level of the organization focused on one’s own success during a specific event or project.
What are the 4 parts of an after action review?
The planning phase, preparation, actual AAR conduct, and, in my opinion, the most essential, number four, follow up on the outcomes
Planning your AAR
Planning your AAR You should decide where you’re going to do it as soon as possible. Remember to attempt to gather everyone. If you can’t, you’ll have to figure out who will attend. Have all of the information or pieces of equipment you’ll need to perform your AAR on hand. Time, time, time is a valuable resource that we rarely have enough of. If you don’t have infinite time to conduct your after-action evaluation, you may need to establish a time, as I previously stated.
Preparing for your AAR
Getting ready for your AAR. Take copious notes, copious notes, copious notes, copious notes, copious notes, copious notes, Everyone should jot down their thoughts. Leaders, attempt to gather all observations from subordinate leaders, set your location, and practise, practise, practise. At the very least, practise how you’ll remind everyone of the atmosphere you want to create—open, honest exchange of knowledge, and critical thinking. It’s always a good idea to practise.
Conducting the AAR
In this case, below is a basic structure for law enforcement. This is a SWAT squad mission that has been planned in advance. So, here’s how you conduct an after-action review:
- Conduct a Roll Call.
- Examine the circumstance as well as the mission.
- The procedure for planning.
- Infiltration into the intended target area.
- Last Covered and Concealed Position Actions (LCC).
- Targeted actions
- After the Assault.
- Questions and alibis
Alibis and questions
The leader’s first order of business would be to convene a headcount, after which they would rapidly evaluate the situation and the goal for the operation. Then we’ll go through the planning phase, infiltration into the target area, activities at the last covered and hidden position (LCC), actions on target, but everything came together when it came time to carry out the operation.
What is the purpose of AAR?
An After Action Review (AAR) is a basic procedure that a team uses to document the lessons gained from previous achievements and mistakes in order to improve future performance. It is a chance for a group to reflect on a project, activity, event, or assignment in order to improve their performance in the future.
It may also be used during a project to learn while working on it. AARs should be conducted with an open mind and no desire to assign blame. To maximize learning in this procedure, the American Army adopted the slogan “leave your rank at the door.” Some organizations keep a written record of the review outcomes, while others want to stress the no-blame culture by not keeping a written record.