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Appendix 2
MODEL OF AN AFTER-ACTION REVIEW
DISCUSSION

Cette page est disponible en anglais seulement actuellement. Désolé pour tout dérangement.

The After-Action Review process is vital to learning. Effective feedback fosters trust and helps prepare the organization for future endeavors. The key after-action review questions are: What happened? Why did it happen? and, What should be done about it? It is not simply a critique nor is it intended to fix blame - and mistakes should not be dwelled upon, but learned from. In a healthy and robust learning environment all participants engaged in an activity, regardless of rank or appointment, are encouraged to examine what took place and offer remedial solutions in an open, frank and professional exchange of viewpoints.

It helps to have a guide or aide-memoire to assist with consistency, completeness, focus and brevity. The check list which follows was provided by the Joint Command and Staff Training Centre, Kingston, and serves as aide-memoire for the conduct of after-action reviews in JCSTC exercises. Although this model is designed for training events, in a successful learning organization the after-action review process would be practised no matter what the activity.

AFTER-ACTION REVIEW (AAR) DISCUSSION, CHECK LIST

Step 1 - Ex Director Reviews the Ex Aim and Training Objectives.

Step 2 - Friendly Force Commander Reviews His Mission and Tasks.

Uses maps and graphics to show what was supposed to happen.

Step 3 - Enemy Force Commander Reviews His Mission and Tasks.

Reviews his plan to defeat the Friendly Forces using the same training aids as the Friendly force Commander.

Step 4 - Exercise Director Reviews What Happened Chronologically:

1. The aim of this discussion is to ensure that specific issues are revealed -both positive and negative - to exploit the lessons learned.
2. Guide the discussion with open-ended and leading questions. No “yes” or “no” questions.

Step 5 - Exercise Director Leads a Discussion of the Key Issues.

1. The purpose of this discussion is for participants at all levels to discoverstrengths and weaknesses and to propose solutions.
2. The discussion can follow one of three options:

A. Option 1 - Discuss the Chronological Order of Events

This technique is logical, structured, and easy to understand.

It follows the flow of training from start to finish.

The participants are better able to recall what happened.

B. Option 2 - Discuss the Six Combat FunctionsCommand

Information Operations.

Manoeuvre.

Firepower.

Protection, and.

Sustainment.

This technique focuses on the application or influences of the six combat functions in the phases of the exercise.

By examining each function, participants can identify functional strengths and weaknesses.

This is a useful technique in training the staff engaged in the managementof the combat functions.

C. Option 3 - Discuss Key Events/Themes/Issues

A key events discussion focuses on critical training events which directly support the training objectives which the chain of command identified before the exercise began.

Keeping a tight focus on these events prevents the discussion from being side-tracked by issues which do not relate to the training objectives.

This technique is effective when time is limited.

Step 6- Exercise Director Leads a Discussion Of Optional Issues

The Exercise Director may discuss specific issues that require examination toderive lasting training benefit (e.g., changes to SOPs).

Step 7- Exercise Director Summarizes the Key Points Raised

1. The Exercise Director builds on the consensus of performance that developed during the After-Action Review with the exercise players.
2. He reviews the key points, identifies areas showing strength and those needing improvement. He suggests corrective actions.
3. The Exercise Director should end the After-Action Review on a positive

Step 8- Exercise Director's Optional Meeting With Commanders

1. Following the AAR, the Exercise Director may lead a discussion with selected commanders to examine their required input to accomplish the desired training results.
2. These sessions may also be used to discuss other advanced topics that flowed from the training, e.g., emerging doctrine, future training, etc.

Step 9 - Re-Training

The real benefit from the After-Action reviews comes from re-training:
1. By applying lessons learned, the unit can improve performance to meet the required standard.
2. Commanders should not delay to reschedule re-training. Units must be made aware that they did not perform the task to the required standard and re-training must occur.
3. Dramatic improvements are possible through re-training, especially when, the units are motivated and aware of the improvements required before they begin re-training.

Step 10- Institutionalization of Lessons Learned

Subsequent to the training event, it is incumbent upon commanders to institutionalize the lessons learned. Consider the following:
1. Modify the doctrine, SOPs, drills, tactics and equipment to remedy the problem and enhance future performance;
2. Adjust the organization structure and command and control arrangements;
3. Re-assign key personnel and re-balance teams;
4. Plan future opportunities to confirm, then build upon, lessons learned; and
5. Share the lessons with other organizations and training institutes and publish them in professional journals.

APPENDIX 3: Model of Training Progression for a Unit

APPENDIX 4: Model of Training Progression - Specific-to-Mission Training

APPENDIX 5: Know Thine Enemy