People and Process for Knowledge Management

1. People and Processfor Knowledge Management After Action Review (AAR) Master of Science Program in Knowledge Management k. Chalermpon College of Arts, Media and Technology

2. After Action Review • is a post-shift team discussion that incorporates and integrates both technical informational and human factors. • AAR • Is the primary tool for incorporating the action’s or day’s event into the learning cycle. • Provides a forum for determining the roots of staff performance success and failures (to provide the developing strategies for mitigating casual factors in the future). • Assists in establishing a common staff perception of the events of the day. • Provides practice for staff communication and for conflict resolution between team members. • Provides a place to establish, emphasize, and reinforce group norms. Mission-Centered Solution, Inc 2008: Guildlines for AAR

3. After Action Review • A discussion of a project or an activities that enables the individuals involved to learn for themselves what happens, why it happened, what went well, what needs improvement and what lessons can be learned from the experience. • Is one of openness and learning • Is not about problem fixing or allocating blame • Lessons learned are not only tacitly shared by the individual involved, but can be explicitly shared with a wider audience. NHS National Library for Health: Knowledge Management Specialist Library, 2005

4. After Action Review • KM learning tool • การทบทวนหลักปฏิบัติงาน ถือเป็นขั้นตอนหนึ่งในวงจรการทำงาน (สามารถทำได้ทั้งระหว่างปฏิบัติงาน และหลังปฏิบัติงาน) เป็นการทบทวนวิธีการทำงานทั้งด้านความสำเร็จ และปัญหาที่เกิดขึ้น ทำให้เกิดการเรียนรู้ระหว่างทำงาน • ไม่ใช่เพื่อค้นหาคนที่ทำผิดพลาด แต่เป็นการทบทวนเพื่อแลกเปลี่ยนประสบการณ์ที่ได้จากการทำงาน เพื่อแก้ปัญหาที่เกิดขึ้น ไม่ให้เกิดปัญหานี้ขึ้นอีก และคงวิธีการที่ดีอยู่แล้วไว้ • KM process • Capturing knowledge (lessons learned) from group sharing both during and after an activity or project. • Sharing (transferring) knowledge from review and reflect process

5. AAR types: formal, informal and individual • Formal • tend to be conducted at the end of project or event (learning after doing) • Take a simple form of meeting • Invite the right people: manager, key members and others such as sponsor, expertise etc. • Create the right climate: trust, openness and commitment to learning. • Appointed a facilitator: to help the team to learn by drawing out answers, insights issues . • Recording the AAR: clear interesting and its learning points, lessons and guidelines • Sharing and learning (distributing) to team and people who might also benefit in the future.

6. AAR types: formal, informal and individual • Informal • Tend to be conducted after a much smaller event (learning after doing, or following a specific event during a wider project (learning while doing) • Require much less preparation and planning • Format is simple and quick (pencil and paper or flip chart exercise) • Personal AARs • A simple matter of personal reflection: reflection on something.

7. Key question of AAR • What was planned? (To revisit the objectives and deliverables of the project) • What did we set out to do? • What did we actually achieve? (The result might write as a flow chart of what happened, identify tasks, decision points to see which were effective or ineffective.) • What really happened? • What went well? • What could have gone better? = (what went wrong?) (Be looking to build best practice and learning from mistake) • Why did it happened? • Start with positive point. • Keep asking “why” question. (To get the root of the reason (cause and effect) ) • What can we do better next time? (Learn from mistake and also from any aspects related to the projects) • What would we do differently next time?

8. AAR’s participants The Hong Kong Polytechnic University

9. Timing the AAR • End of the day • Start of the day • End of assignment • Split format (in case of emergency)

10. The points be aware of AAR • Not treated as performance evaluation • Not critiques • Not take control and not allow the colleague to side-track • Asking inappropriate questions: close-ended, leading question • Being bias or judgemental early in the meeting

11. Benefit of AAR • Provide constructive, directive actionable feedback • Provide a sharing platform on their experience, views, ideas and to be heard • Team members develop a common perspective or perception regarding the successes or problems that were encountered • Provide more complete knowledge of both the technical and human factors problems that members confront • In case of HKPU • Don’t have to be performed at the end of a project or activities • Becoming a live learning process in which lessons learned can be immediately applied (the greatest value)

12. บรรณานุกรม • Mission-centered solutions, Inc, 2008 • NHS National Library for Health: Knowledge Management Specialist Library, 2005 • http://gotoknow.org/blog/practice/70276retrived about September, 2013 • The Hong Kong Polytechnic University PPT, 2013