The After-Action Review is one of the most powerful learning tools known. It doesn't take much time and can reap brilliant results. About this event Debriefs are a golden opportunity to learn from mistakes and capitalize of successes. But they happen too infrequently. Busyness gets in the way. The most powerful debriefing methodology is the After-Action Review (AAR). But unfortunately it is often used as a box ticking exercise. An well executed AAR can be a rich learning exercise for the team. By using it to collaborate with the team, the team will readily adhere to the key learnings because it is fresh in their minds, relevant and practical, and because the team leader has adopted the practice of shared leadership. It's not time consuming and very effective. This presentation explains how to use the AAR for maximum impact. This technique is covered in detail in Dr Tim Baker's book, WINNING TEAMS: The Eight Characteristics of High Performing Teams.

1. Facilitating a Team
Debriefing for
Impact
Dr Tim Baker
tim@winnersatwork.com.au
www.winnersatwork.com.au

2. Dr. Tim
Baker

3. Tim Baker explains this
perfectly in this very
readable and practical
book that is easily applied
to your team.
Grant Fox MBE, former
All Black Legend and CEO,
Techfront NZ
Tim Baker does a wonderful job dismantling the
mystique of continued and sustainable
success.
Tom Lawton, former Wallaby Great
Tim Baker writes a
practical book that is
guaranteed to lead to
higher performance.
Commissioner Katarina
Carroll, QPS

4. Nick Farr-Jones AM,
former Wallaby Captain and Great
“Tim’s book nails the eight
characteristics of high-
performing teams. These
characteristics are about
relationships and culture,
rather than just the task at
hand.”

5. How do I debrief a
project so that it
stays focussed and
the findings are
embedded?

6. Debriefing options
After-action review (AAR structure)
Uses of the AAR
Special offer

7. The Team
Identity Model

10. According to management guru Peter
Senge in The Dance of Change:
“The Army's After-action Review (AAR) is
arguably one of the most successful
organizational learning methods yet devised.
Yet, most every corporate effort to graft this
truly innovative practices into their culture has
failed because, again and again, people reduce
the living practice of AAR's to a sterile
technique.”

11.  What systems, processes, and
procedures are working well?
 What systems, processes, and
procedures are not working
well?
 What improvements or
changes can we make for the
future?

12. Here are some examples of
when an AAR can be used:
 when a new set of procedures or way of
working has been introduced
 after a busy period when capacity was
stretched
 following a trial period of a new system or
procedure
 after a major training activity or
 between shifts.

16. Applying GROW as
a Coaching Tool
Dr Tim Baker
https://www.eventbrite.com.au/e/applying-grow-as-a-coaching-tool-tickets-187317119547
Fri, November 19, 2021
10 AM – 10:30 AM AEST