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dc.contributor.authorSerrat, Olivier
dc.description.abstract{Excerpt} After-action reviews are a leadership and knowledge-sharing tool which bring together the team that is closest to the activity or project, when a critical milestone has been reached, to discuss successes and failures in an open and honest fashion. The purpose is to learn from the experience and take the lessons learned into the next phase of the activity or project, or to accomplish related tasks more effectively the next time a similar activity or project is conducted. After-action reviews and retrospects are linked conceptually. The difference lies in the degree of detail and the formality applied to the process of conducting them. Exit interviews are a way to capture knowledge from leavers. Peer assists are about teams asking for help for the benefit of their members. They are about “learning before doing.” But continuously assessing organizational performance to meetor exceed expectations requires also that one obtain feedback and understand what happened (or did not happen) during an activity or project, or soon after completion. After-action reviews are about “learning while doing:” they identify how to correct shortcomings and sustain accomplishments. Retrospects are about “learning after doing:” they capture the new knowledge acquired after the fact. In both instances, knowledge gleaned from and compiled by those closest to the review can be used to improve results and can be shared with others who are planning, developing, implementing, and evaluating similar efforts.
dc.rightsRequired Publisher Statement: This article was first published by the Asian Development Bank (
dc.subjectAsian Development Bank
dc.subjecteconomic growth
dc.titleConducting After-Action Reviews and Retrospects
dc.description.legacydownloadsConducting_After_Action_Reviews_and_Retrospects.pdf: 685 downloads, before Oct. 1, 2020.
local.authorAffiliationSerrat, Olivier: Asian Development Bank

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