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Www.thinkoneteam.com 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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Presentation on theme: "Www.thinkoneteam.com Closing the Loop Skills, tools and practices in action debriefing to create a culture of conversations that boosts learning and performance."— Presentation transcript:

1 Closing the Loop Skills, tools and practices in action debriefing to create a culture of conversations that boosts learning and performance.

2 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.

3 Three conversations … simple and effective A LIGN Values Vision Goals Priorities Expectations C OLLABORATE Co-create Problems Breakthrough solutions Robust conversations Innovation L EARN Feedback Debrief Adapt Change

4 1.Three 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

5 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 2. Foundations of One Team

6 5 Crucial Practices …… Share the Big Picture Everyone and every team knows and plays their part in a bigger picture …… Share the Reality Be open and honest about performance so we learn and grow Share the Air Keep the lines of communication open to leverage ideas and energy …… Share the Load Team together while playing our individual parts …… Share the Wins and Losses Win, lose and learn together ……

7 reasons to be one team 1. Achieve within deadlines 2. Eliminate bottlenecks 3. Deliver seamless service 4. Leverage diversity 5. Minimise duplication 6. Launch and adapt fast 7. Capture opportunities 8. Forge great alliances 9. Engage people 10. Boost resilience 10

8 3. Three conversations … one team is all about Leaders driving the loop A LIGN Values Vision Goals Priorities Expectations C OLLABORATE Co-create Problems Breakthrough solutions Robust conversations Innovation L EARN Feedback Debrief Adapt Change

9 Activity Worked well Didn’t work so well Whiteboard or Flipchart Improve for future Let’s debrief the ‘ALIGN’ and ‘COLLABORATE’

10 4. Action debriefing … why and where? Action debriefing 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

11 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 ? What benefits do you expect to gain from debriefing?

12 Where will it be beneficial to embed the discipline and tools of debriefing? ?

13 5. How to facilitate an action debrief 2. Facilitate Dynamics 3. Facilitate Structure 4. Document 1. Prepare

14 …checklist for group debrief 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 Step 1. Prepare

15 Facilitate The Facilitator has two crucial tasks: Create a safe and open environment Guide the group through the structure

16 … checklist for Facilitator 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 Step 2. Create a safe and open environment

17 … structure for discussion All debriefing processes and tools address these four questions … Step 3. Guide group through the structure

18 Tool #1 The Fast Debrief INSTRUCTIONS: 1.Advise purpose of debrief 2.Confirm overall objectives / expectations of event or activity 3.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. Tools such as the Meeting Measure are also other examples of Fast Debriefing that help to instil the discipline of the debrief Worked well Didn’t work so well Whiteboard or Flipchart Improve for future

19 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.

20 Action Debrief Quadrant Tool (c) Think One Team International R115A 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: W HAT WAS SUPPOSED TO HAPPEN ?Q2: W HAT ACTUALLY HAPPENED ? RedOrangeYellowGreen Q3: W HAT WERE THE DIFFERENCES ?Q4: H OW CAN WE LEARN AND IMPROVE ? These exceeded or strongly met expectations:Three actions to capitalise on good practices: These fell short of expectations:Three actions to strengthen areas for the future:

21 Activity Let’s use the Action Debrief Quadrant

22 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.

23 Team catch-up meeting questions AchieveDevelop Partner Enjoy 1. What worked well and why? 2. What didn’t work well and why not? 4. What did we learn from any setbacks / disappointments? 3. What did we learn from our successes? 5. How can we apply the learnings? Date: © Think One Team International R207A 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.

24 … document and follow-up 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 Step 4. Document

25 6. Embedding a more powerful loop … how do we instil a discipline of closing the loop? A LIGN Values Vision Goals Priorities Expectations C OLLABORATE Co-create Problems Breakthrough solutions Robust conversations Innovation L EARN Feedback Debrief Adapt Change

26 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?

27 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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