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Closing the Loop Skills, tools and practices in action debriefing to create a culture of conversations that boosts learning and performance.
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1. Overview Primary Aim Our simple and clear aim is to provide skills, tools and practices in action debriefing to create a culture of conversations that boost learning and performance.
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Three conversations … simple and effective
ALIGN Values Vision Goals Priorities Expectations COLLABORATE Co-create Problems Breakthrough solutions Robust conversations Innovation LEARN Feedback Debrief Adapt Change
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FLOW Three 6. Commitment to ACTION CONVERSATIONS
2. Why and where to embed the DEBRIEF 3. Preparing to close the loop 5. How to embed, sustain and LEVERAGE 4. Facilitating and participating TOOLS & TECHNIQUES 6. Commitment to ACTION SESSION FLOW
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2. Foundations of One Team
Organisations are better places to work in and to do business with when five crucial practices are present in the behaviours: amongst leaders within and between teams between Managers and Staff across the whole organisation
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5 Share the Big Picture Share the Wins and Losses Share the Reality
…… Share the Big Picture Everyone and every team knows and plays their part in a bigger picture Share the Wins and Losses Win, lose and learn together …… …… Share the Reality Be open and honest about performance so we learn and grow 5 Crucial Practices Share the Load Team together while playing our individual parts …… Share the Air Keep the lines of communication open to leverage ideas and energy …… Graham - Explain each of the 5 practices – stressing that they are in a language that can be used from Exec to Frontline
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10 reasons to be one team Achieve within deadlines
Eliminate bottlenecks Deliver seamless service Leverage diversity Minimise duplication Launch and adapt fast Capture opportunities Forge great alliances Engage people Boost resilience Graham – quickly highlight
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ALIGN COLLABORATE LEARN
3. Three conversations … one team is all about Leaders driving the loop ALIGN Values Vision Goals Priorities Expectations COLLABORATE Co-create Problems Breakthrough solutions Robust conversations Innovation LEARN Feedback Debrief Adapt Change
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Activity Let’s debrief the ‘ALIGN’ and ‘COLLABORATE’
Worked well Didn’t work so well Whiteboard or Flipchart Improve for future
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4. Action debriefing … why and where?
A discussion about an event or period of activity, focused on performance standards, that enables people to reflect on what happened, why it happened, and how to sustain strengths and improve on weaknesses. The debrief originated in the military (after action reviews) and is a key tool for Leaders to capture learnings and instil a culture of openness
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What benefits do you expect to gain from debriefing?
EXAMPLES Learn without blaming Openly discuss conflicts Feel better about own contribution Avoid repeating mistakes Not reinventing the wheel Documenting so that lessons learned are remembered Moving on Build a culture of openness
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Where will it be beneficial to embed the discipline and tools of debriefing?
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5. How to facilitate an action debrief
2. Facilitate Dynamics 1. Prepare 3. Facilitate Structure 4. Document
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…checklist for group debrief
Step 1. Prepare Schedule date, timing and venue Nominate Facilitator (avoid using Stakeholders) Invite people who were directly involved Gather relevant documentation eg business cases, project plans, objectives, progress / outcome measures, partnering agreements Encourage any non-attendees to complete core tool
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Facilitate The Facilitator has two crucial tasks:
Guide the group through the structure Create a safe and open environment
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… checklist for Facilitator
Step 2. Create a safe and open environment Set up the room with flip charts / visuals State the purpose Confirm timing Create ground rules - deal with facts and data - no blaming – just learning and improving - everyone participates in a manner that strengthens the team - apply think one team practices Guide group dynamics to ensure constructive discussion Manage the documentation / write-up process
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… structure for discussion
Step 3. Guide group through the structure All debriefing processes and tools address these four questions …
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Tool #1 The Fast Debrief INSTRUCTIONS: Advise purpose of debrief Confirm overall objectives / expectations of event or activity Facilitate quick capture NOTE: This is an excellent tool for quick debriefs at the end of meetings and other events where informal and fast capture is needed. Worked well Didn’t work so well Whiteboard or Flipchart Improve for future Tools such as the Meeting Measure are also other examples of Fast Debriefing that help to instil the discipline of the debrief
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Tool #2 Action debrief quadrant
The Action Debrief Quadrant provides a simple and easy-to-use template for a relatively formal debrief. The key points are: lock in the key expectations in Q1 encourage people to individually assess these in Q2 facilitate the discussion to fill-in Q3&Q4 You can choose whether to move quickly or to dig into specific events or issues.
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Action Debrief Quadrant Tool
The Action Debrief Quadrant provides a simple and easy-to-use template for a relatively formal debrief. The key points are (a) lock in the key expectations in Q1, (b) encourage people to individually assess these in Q2, then (c) facilitate the discussion to fill in Q3 & Q4. You can choose whether to move quickly or to dig into specific events or issues. Q1: What was supposed to happen? Q2: What actually happened? Red Orange Yellow Green Q3: What were the differences? Q4: How can we learn and improve? These exceeded or strongly met expectations: Three actions to capitalise on good practices: 1. 2. 3. These fell short of expectations: Three actions to strengthen areas for the future: (c) Think One Team International R115A
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Let’s use the Action Debrief Quadrant
Activity Let’s use the Action Debrief Quadrant
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Tool #3 Catch-up conversation
The Catch-up conversation is the foundation for regular debriefing such as within teams and between Managers and their direct reports. It is built on the ADEP model in which performance standards are agreed for four areas: Achievement Development Enjoyment Partnering Five questions then shape the conversation as shown in the following tool that is used in our Team True North program.
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Team catch-up meeting questions
Effective teams step back from time to time and look at what’s working well and what can be improved. This should happen at least once every three months at the team catch-up meeting and more informally during weekly meetings and catch-up conversations. This is not only a chance to review progress against the team true north plan, but also to define the key targets and activities for the next period. Team catch-up meeting questions Achieve Develop Partner Enjoy Date: 1. What worked well and why? 2. What didn’t work well and why not? 3. What did we learn from our successes? 4. What did we learn from any setbacks / disappointments? 5. How can we apply the learnings? © Think One Team International R207A
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… document and follow-up
Step 4. Document Confirm actions in 3W’s (what, who, when) Write-up decisions, actions and summary using the structure Share as appropriate Schedule a time to review implementation
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ALIGN COLLABORATE LEARN
6. Embedding a more powerful loop … how do we instil a discipline of closing the loop? ALIGN Values Vision Goals Priorities Expectations COLLABORATE Co-create Problems Breakthrough solutions Robust conversations Innovation LEARN Feedback Debrief Adapt Change
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7. Session debrief and actions
Let’s use the five Catch-up questions to debrief the overall session: What worked well and why? What didn’t work well and why not? What did we learn from our successes? What did we learn from any setbacks / disappointments? How can we apply the learning?
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Closing the Loop Skills, tools and practices in action debriefing to create a culture of conversations that boosts learning and performance.
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