Presentation on theme: "Closing the Loop Skills, tools and practices in action debriefing to create a culture of conversations that boosts learning and performance. www.thinkoneteam.com."— Presentation transcript:
1Closing the LoopSkills, tools and practices in action debriefing to create a culture of conversations that boosts learning and performance.
21. OverviewPrimary AimOur 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.
3Three conversations … simple and effective ALIGNValuesVisionGoalsPrioritiesExpectationsCOLLABORATECo-createProblemsBreakthrough solutionsRobust conversationsInnovationLEARNFeedbackDebriefAdaptChange
4FLOW Three 6. Commitment to ACTION CONVERSATIONS 2. Why and where to embed the DEBRIEF3. Preparing to close the loop5. How to embed, sustain and LEVERAGE4. Facilitating and participating TOOLS & TECHNIQUES6. Commitment to ACTIONSESSIONFLOW
52. 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 leaderswithin and between teamsbetween Managers and Staffacross the whole organisation
65 Share the Big Picture Share the Wins and Losses Share the Reality ……Share the Big PictureEveryone and every team knows and plays their part in a bigger pictureShare theWins and LossesWin, lose and learn together…………Share the RealityBe open and honest about performance so we learn and grow5Crucial PracticesShare the LoadTeam together while playing our individual parts……Share the AirKeep 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
710 reasons to be one team Achieve within deadlines Eliminate bottlenecksDeliver seamless serviceLeverage diversityMinimise duplicationLaunch and adapt fastCapture opportunitiesForge great alliancesEngage peopleBoost resilienceGraham – quickly highlight
8ALIGN COLLABORATE LEARN 3. Three conversations … one team is all about Leaders driving the loopALIGNValuesVisionGoalsPrioritiesExpectationsCOLLABORATECo-createProblemsBreakthrough solutionsRobust conversationsInnovationLEARNFeedbackDebriefAdaptChange
9Activity Let’s debrief the ‘ALIGN’ and ‘COLLABORATE’ Worked wellDidn’t work so wellWhiteboard or FlipchartImprove for future
104. 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
11What benefits do you expect to gain from debriefing? EXAMPLESLearn without blamingOpenly discuss conflictsFeel better about own contributionAvoid repeating mistakesNot reinventing the wheelDocumenting so that lessons learned are rememberedMoving onBuild a culture of openness
12Where will it be beneficial to embed the discipline and tools of debriefing?
135. How to facilitate an action debrief 2.Facilitate Dynamics1.Prepare3.Facilitate Structure4.Document
14…checklist for group debrief Step 1.PrepareSchedule date, timing and venueNominate Facilitator (avoid using Stakeholders)Invite people who were directly involvedGather relevant documentation eg business cases, project plans, objectives, progress / outcome measures, partnering agreementsEncourage any non-attendees to complete core tool
15Facilitate The Facilitator has two crucial tasks: Guide the group through the structureCreate a safe and open environment
16… checklist for Facilitator Step 2.Create a safeand open environmentSet up the room with flip charts / visualsState the purposeConfirm timingCreate 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 practicesGuide group dynamics to ensure constructive discussionManage the documentation / write-up process
17… structure for discussion Step 3.Guide group through the structureAll debriefing processes and tools address these four questions …
18Tool #1 The Fast DebriefINSTRUCTIONS:Advise purpose of debriefConfirm overall objectives / expectations of event or activityFacilitate quick captureNOTE: This is an excellent tool for quick debriefs at the end of meetings and other events where informal and fast capture is needed.Worked wellDidn’t work so wellWhiteboard or FlipchartImprove for futureTools such as the Meeting Measure are also other examples of Fast Debriefing that help to instil the discipline of the debrief
19Tool #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 Q1encourage people to individually assess these in Q2facilitate the discussion to fill-in Q3&Q4You can choose whether to move quickly or to dig into specific events or issues.
20Action 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?RedOrangeYellowGreenQ3: 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
21Let’s use the Action Debrief Quadrant ActivityLet’s use the Action Debrief Quadrant
22Tool #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:AchievementDevelopmentEnjoymentPartneringFive questions then shape the conversation as shown in the following tool that is used in our Team True North program.
24… document and follow-up Step 4.DocumentConfirm actions in 3W’s (what, who, when)Write-up decisions, actions and summary using the structureShare as appropriateSchedule a time to review implementation
25ALIGN COLLABORATE LEARN 6. Embedding a more powerful loop … how do we instil a discipline of closing the loop?ALIGNValuesVisionGoalsPrioritiesExpectationsCOLLABORATECo-createProblemsBreakthrough solutionsRobust conversationsInnovationLEARNFeedbackDebriefAdaptChange
267. 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?
27Closing the LoopSkills, tools and practices in action debriefing to create a culture of conversations that boosts learning and performance.