This HBR article about debriefing is one I wish I’d written. (From meglomaniacal me, that’s high praise.) I’m often directing participants in my training workshops to conduct debriefs. I tend to use experiential models a lot. For non-trainers (muggles?), that means we do things, then learn from them in a structured way. I favour a 3-phased approach FAD, repeated over and over:
- Frame the activity
- Debrief the activity
I hear a lot of people using the word ‘debrief’ and its meaning seems to vary wildly. In that sense, the word ‘debrief’ is much like the word ‘spicy’ or the word ‘love.’ I try to consistently summarise the meaning of it in my workshops, not just because we’ll use it in the workshops but because it’s one of the most useful things you’ll ever learn in life, not just for work, but for situations where things happen and you’d benefit from learning afterwards. That applies a lot outside work (hopefully.) Relationships and families could well do with that skill. It’d certainly give us something to talk about over compulsory Sunday night family dinners.
To do something and to deliberately learn from it is what successful people do. That might even be a great definition of what success is. To do something and maybe learn from it or not learn from it is what most people do most of the time. Don’t be most people. They’re nice enough but…
The HBR article gives a great structure if you want to either learn debriefing yourself or communicate it to others:
- Schedule a regular time and place (ie make debriefing part of the way things are done around here!)
- Create a learning environment
- Review 4 key questions: What were we trying to accomplish?; Where did we hit or miss our objectives?; What caused our results?; What should we stop / start / continue doing?
- Codify lessons learned (People after us will learn from our mistakes, not theirs.)