2 Conduct an After Action Review 3 Action Conduct an after action review

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Conduct an After Action Review

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Action

Conduct an after action review

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ConditionsGiven a Requirement to Conduct a AAR andaccess to:

- FM 22-100 - TC 25-20 - UM 3-0 - UM 3-02 - UR 601-107

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Standards

Conduct an AAR that that evaluatesperformance and determines:

• What was supposed to happen• What happened• Why it happened• How to sustain strengths and improve

weaknesses

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Definition of AAR

An AAR is a professional discussion of

an event that focuses on performance

standards. It enables soldiers to

discover for themselves what

happened, why it happened, and how

to sustain strengths and improve on

weaknesses.

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The purpose of an After Action Review (AAR) is to improve Soldier, leader, and unit performance.

The AAR is a live learning process that solves problems and assists with Soldier development.

Purpose of an AAR

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Key Points in an AAR

Conduct during or immediately after each event.

Ask open-ended questions.Relate performance to accomplishment of

objectives.Don’t dwell on issues unrelated to mission

accomplishment.

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Key Points in an AAR

Prepare

Conduct

Follow-Up

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Prepare

Preparation allows you the opportunity to

analyze the data produced by ongoing

operations.

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Conduct

The intent of the AAR is to manage decisive, shaping, and sustaining operations.

The AAR serves as a virtual checkpoint on the way to mission accomplishment.

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Follow- Up

The AAR process results in adjusted plans and new courses of action.

Establish timelines for follow-up to make sure the subordinate has carried out the plan.

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The Six “Ps”

Present Mission Posture

Projections

Processing

Prospecting

Plan

Personnel

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Present Mission Posture

Leaders should relate their questions to the Soldier or unit’s current mission posture.

Discussing mission posture first establishes the mission as the leader’s priority.

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Projections

View a complete list of individuals projected for enlistment and commissioning via Leader Zone. 

Projections can give a clear picture as to the validity of mission accomplishment.

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Processing

A review of the applicant processing list will flag issues that impede processing.

The Leader should examine TNE, PNE, QNE, etc.

Leaders can intervene and avoid delays.

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Prospecting Analysis of the MAP and LSA is the

starting point. These tools are used to develop the prospecting plan.

The leader should consider unit accomplishment and the day of the week and the week of the recruiting contract month (RCM).

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Plan

Review and discussion of the subordinates

plan should lead to an agreement on what

was supposed to happen, what did or did

not happen, and why.

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Personnel

Personnel issues have the potential to influence mission achievement.

Recruiters are our ultimate system.

The leader should review strength issues to gauge their impact on mission accomplishment.

Develop COA to address manning issues.

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Types of AARs

Formal

Informal

• Note: AARs may be conducted Face-to-face or telephonic. However, the preferred method is Face-to-face.

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Formal AAR

Formal AARs require more planning and preparation than informal AARs.

Formal AARs take more time, are scheduled beforehand, and are conducted where best supported.

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Informal AARs Informal AARs are used as on-the-spot

coaching tools while reviewing Soldier and unit performance.

Are used to provide immediate feedback to Soldiers, leaders, and units.

Require fewer resources and are commonly conducted when the leader feels the Soldier, leader, or unit would benefit.

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AAR Structure

To focus and structure the AAR, leaders should employ the six “P’s” to elements of the Recruiting Operating Systems (ROS) namely:

IntelligenceProspectingProcessing

Future Soldiers Training

RSSC4

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AAR Structure

This technique is especially useful in training Soldiers, leaders, and units how events directly relate to one or more ROS.

By discussing actions in the order they

take place, Soldiers and leaders are better able to recall what happened.

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AAR Structure

One of the strengths of the AAR is its

flexibility. If a certain ROS appears to have

a systemic issue, the leader can follow that

ROS throughout the process. Once that

topic is exhausted, the AAR can proceed

through all or specific operating systems.

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Following Up

Identify tasks requiring retraining

Fix the problem, retrain and integrate lessons learned in future planning

Share lessons learned with unit members

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AAR Format

Employ the Six “Ps” to elements of the Recruiting Operating Systems and ask the following:

- What was supposed to happen - What happened - Why did it happen - How to sustain strengths and improve weaknesses

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What Was Supposed to Happen

What was planned, goals and objectives?• Company• Station• Recruiter

What barriers were expected?• What was known.• What did experience tell us.

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What Happened

Recount the eventsAsk clarifying questions that encourage and

require individuals to fill in the blanksCompare the performance against established

standardsWhat were the unanticipated barriers?

• Station (communication, perception, attitudes)• Individual (stress, fatigue, attitude,)

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Why Did It Happen

Find the root causes behind identified performance successes and failures.

In many cases, Soldiers, leaders, and unit performance will contain both good and poor performance.

As a leader you should attempt to keep these balanced and in perspective.

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Successes

The natural tendency is to concentrate on what was wrong.

It is much easier to determine the cause for failure than for success.

The need to determine the reason for success or effectiveness is just as important as discussing failures.

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Successes

Determining the reason for success

Present opportunities to reinforce

behaviors that promote mission

accomplishment

Don’t overlook these opportunities.

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Failures

When a failure is identified, determine what should have happened and what didn’t happen (or happened incorrectly).

Reprimands should be left out of the AAR. Such actions are disciplinary, not investigative in nature.

This does not prevent disciplinary action as a result of information from an AAR.

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How to Sustain Strengths and Improve Weaknesses

Once root causes have been identified, focus actions on improvement strategies.

In most cases outputs from this step come in the form of enhanced recognition cues, and should be included into the planning phase of the next action.

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Check on Learning What is the purpose of an AAR? - To improve Soldier, Leader, and Unit performance How should a leader structure the AAR? - Employing the six P’s to the elements of the ROS Which point of the AAR allow you to make sure the subordinate carried out the plan? - Follow-up Should disciplinary action take place during an AAR? - No, but this does not prevent disciplinary actions

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Action

Conduct an after action review

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ConditionsGiven a Requirement to Conduct a AAR andaccess to:

- FM 22-100 - TC 25-20 - UM 3-0 - UM 3-02 - UR 601-107

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Standards

Conduct an AAR that that evaluatesperformance and determines:

• What was supposed to happen• What happened• Why it happened• How to sustain strengths and improve

weaknesses

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Summary

The After Action Review is a proven method that can assist with Soldier, leader, and unit development. It is a process that educates, motivates, and communicates the pros and

cons of our organization.

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Questions?