1. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 1) The After-Action Review Process Afghan National Army Manual 0-3.1 – Train the Force

2. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 2) نتيجه گيری تعليم نامه 0-3.1 اردوی ملی افغانستان تعليم و تربيه قوت ها - 1384

3. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 3) The AAR Consists of Four Parts: Review what was supposed to happen (training plans). Establish what happened. Determine what was right or wrong with what happened. Determine how the task should be done differently the next time.

4. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 4)

5. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 5) Review What Was Supposed to Happen The evaluator, along with the participants, reviews what was supposed to happen based on the commander's intent for the training event, unit training plan, training objectives, and applicable Training and Evaluation Outlines.

6. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 6)

7. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 7) Establish What Happened The evaluator and the participants determine what actually happened during performance of the training task. A factual and indisputable account is vital to the effectiveness of the discussion that follows. For force-on- force training, OPFOR members assist in describing the flow of the training event and discuss training outcomes from their points of view.

8. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 8)

9. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 9) Determine What Was Right or Wrong with What Happened The participants establish the strong and weak points of their performance. The evaluator plays a critical role in guiding the discussions so conclusions reached by participants are doctrinally sound, consistent with Army standards, and relevant to the wartime mission.

10. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 10)

11. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 11) Determine How the Task Should be Done Differently the Next Time The evaluator assists the chain of command undergoing the training to lead the group in determining exactly how participants will perform differently the next time the task is performed. This results in organizational and individual motivation to conduct future sustainment training to standard.

12. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 12)

13. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 13) Retrain and Lessons Learned 6-14. All ANA Leaders must understand that not all tasks will be performed to standard and in their initial planning, allocate time and other resources for retraining. Retraining allows the participants to apply the lessons learned during the AAR and implement corrective action. Retraining should be conducted at the earliest opportunity to translate observation and evaluation into training to standard. Commanders must ensure that units understand that training is incomplete until the Army standard is achieved. 13

14. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 14) طرزالعمل استندرد عملیاتی اردوی ملی افغانستان.

15. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 15) 6-15. The AAR is often structured as a multi-echelon leader development technique. Following an AAR with all participants, senior trainers may use the AAR for an extended professional discussion with selected leaders. These discussions usually include a more specific AAR of leader contributions to the observed training results. Commanders use this process as a link between leader training and leader development.

16. UNCLASSIFIED Lance Armbruster, DynCorp Contractor (p. 16)