An After Action Review (AAR) is a relatively simple exercise for team-based learning during a project or other ongoing initiative, used to improve results. The AAR can be a very powerful tool for change as it encourages teams to learn from their own experience, without involving an external experts. The discussions about a project or an activity help those involved see what happened, why it happened, what went well, what needs improvement and what lessons can be learned from a particular experience. The spirit of an AAR is one of openness and learning – it is not about problem fixing or allocating blame. Lessons learned are not only tacitly shared on the spot by the individuals involved, but can be explicitly documented and shared with a wider audience.
WHEN TO USE IT AND WHY
An After Action review is especially suitable during a project supervision or during a mid-term review, helping draw out lessons that can be put into practice to improve results through quick course corrections; to identify problems and find solutions; and to identify issues that might otherwise remain hidden. The AAR is useful for continuously improving and strengthening capacity for action, not for assessment or reporting. Used over time, it leads to new or revised knowledge, and new and more effective ways of working together. It may also be useful during project completion, when the team is still available and memory of past actions is fresh.
More specifically, the objectives of an AAR are to review those actions undertaken at each step of a project, to identify what worked well, what worked less well and why; and to identify the corrective actions needed to institutionalize any lessons emerging from the a project management process.
More specifically, the objectives of an AAR are to review those actions undertaken at each step of a project, to identify what worked well, what worked less well and why; and to identify the corrective actions needed to institutionalize any lessons emerging from the a project management process.
HOW TO?
1. Prepare in advance: Plan the AAR process as part of a broader supervision initiative, M&E plan or learning initiative. Encourage all project staff to integrate it into their project work schedule.
2. Convene the group and assign a facilitator and rapporteur. Next, pose the following four questions to the group. For each question, collect their answers, get opinions from all participants, and note any trends that emerge. Then proceed to the next question.
3. Create an action plan, or simply assign responsibilities for relevant action
2. Convene the group and assign a facilitator and rapporteur. Next, pose the following four questions to the group. For each question, collect their answers, get opinions from all participants, and note any trends that emerge. Then proceed to the next question.
- Question 1: What was supposed to happen? The answers should be a brief recap of the objectives or intended results. This step can be crucial in gauging if all involved understood the actions to be taken.
- Question 2: What actually happened? Obtain the answer through personal accounts of the participants. Ask them to always refer to facts that support their conclusions about what happened.
- Question 3: Why was there a difference between the plan and the actual result? Discuss and agree on the reasons for the differences. Identify the factors that contributed to success, or lack of success.
- Question 4: What will we do next time – the same or differently? Gather specific ideas for action that can be implemented by the team.
3. Create an action plan, or simply assign responsibilities for relevant action
WHAT DO YOU NEED?
- A climate of trust, openness and commitment to learning. AARs are learning events, not critiques, and so should not be treated as performance evaluation. There are no hierarchies in AARs – everyone is regarded as an equal participant and junior members of the team should feel free to comment on the actions of senior members
- A clear objective. Make it clear that the purpose of the meeting is to help future projects run more smoothly by identifying the learning points from this project
- A facilitator. Ideally an AAR process should be facilitated: she can help the team to learn by drawing out answers, insights and previously unspoken issues; to ensure that everyone has an opportunity to contribute. The facilitator should be someone who was not closely involved in the project, so that she can remain objective
- A rapporteur, flip charts and computers for note-taking
- Participants, ranging from 2 to 15
- Time: 45 to 90 minutes
MORE INFORMATION
- UNICEF, 2019. Knowledge Exchange Toolbox. A collection of tools "for anyone who needs to make effective decisions, facilitate or guide effective decision-making processes, or manage or coordinate group work in development that requires the knowledge of multiple persons to succeed."
- World Health Organization, 2019. Guidance for After Action Review (AAR). Also available in French and Russian, this document presents the steps for planning and implementing a successful AAR to review actions taken in response to public health event, but also as a routine management tool for continuous learning and improvements.