background:
The first time I heard the word AAR was a methodology in the management method mentioned by the boss when he communicated with me. At that time, I didn’t understand what AAR was, and I just made a note in the notebook.
When I still had memory of AAR, the department just invited an expert to explain the relevant content of "Project Knowledge Management", and I really understood the methodology of AAR, and was deeply attracted by this methodology, because I Knowing this is what I need for the job. Maybe if I wasn't a manager, I might have just heard about this methodology like other colleagues. But just because I am in the position of a manager now, I know that this is very useful for my team management, so I understand it with my heart and start to apply it in my team. The effect is still quite satisfactory.
introduction:
The AAR methodology is a method, a tool, and a means. It allows the members of the event to review the gains during the event in a timely manner, no matter whether it is a good or bad experience, but the experience is solidified. This is the learning by doing of knowledge management. The boss once said that the so-called experience is always solidified first and then optimized
; it allows the participating members to respect each other and not hold any responsibility; it allows the team members to draw together the activity experience; what makes me feel better is that the output Improvement measures are often discussed together by team members, rather than issued to everyone by me as a manager. This makes team members feel more involved and will make efforts to improve the measures jointly formulated by the team.
1. The so-called AAR
AAR, that is, After Action Review, also known as After Action Review, is one of the steps of project knowledge management. Knowledge management includes pre-learning, AAR, and post-learning. Here we mainly talk about AAR, and others can be searched and understood by yourself.
AAR, a method invented when the US Marines occupied Haiti. During the Haitian War, many records were generated every week through the AAR, and the work of middle-level officials would be extracted from them and formed into learning materials, and then the information would be disseminated in two ways. The second is vertical transmission, which is passed to senior officers, and finally forms the learning materials distributed in the whole army. This valuable knowledge and experience was distilled and used in the next, next combat operation, a division commander recalled: "Before we arrived, the first army had already summarized 24 major lessons, and we had trained the use of The training of these experiences turned out to be in Haiti, and I actually used 23 of the 24 episodes of the training!"
2. The ultimate purpose of AAR is to improve future performance
Specifically, it mainly brings the following four aspects of value to the organization:
1. Don’t make repeated mistakes
Smart people don't fail, they don't fall twice in the same place. Some mistakes are costly, so repeating them must be avoided. Many organizations have the same or similar problems repeatedly because of the lack of AAR. AAR systems can help organizations identify failures so that they can take the right action and avoid mistakes from happening again.
2. Successful experience of curing
Through AAR, we are able to determine what has been achieved, what has worked and needs to be maintained, and by following what has been proven to be the right way to ensure future repeat success.
3. Identify opportunities for improvement
It is difficult to achieve perfection at one time, and there may be more or less opportunities for improvement. When you look back after you have done it, you will often find better ways. There are also significant opportunities for innovation. Some unexpected events may lead to valuable inventions, and the collision of different viewpoints may also stimulate the generation of new ideas.
4. Improve people's ability
The process of AAR is a process of knowledge sharing. It originates from practice and is higher than practice. For participants, it can effectively improve their professional and technical skills, communication skills, analysis and problem-solving skills, etc., while enriching own knowledge and practical experience.
Third, the operation method of AAR
1. Seven principles of doing AAR well
Work is not complete until it is assessed
Carry out the assessment as soon as possible
ensure full participation
营造畅所欲言的氛围
使用标准程序
记录经验教训
传播经验教训
2、AAR的基本程序
AAR的操作流程时间不宜过长，15分钟~2小时之内完成。
A.期望目标是什么?
目标需要SMART，引导员需要避免输出的目标是不可量化的，如版本顺利转测（目标不具体、不可量化、不可衡量）这种目标不可取，应如版本在12点前完成转测。
B.实际结果是什么?
这一步引导员需要注意，这一步仅仅只是讨论结果是什么，团队成员讨论过程往往容易讨论到具体的原因分析中去了，这时引导员需要及时打断，输出实际结果情况，结果也需要具体可量化的数据。
C.产生差异的原因是什么？从中学习到了什么？
这步才是真正分析原因的时候，方法可使用5WHY等方式去查找根因，确保每位成员都参与到讨论中，输出最终结果，通常前两个问题占用25%的时间，这个问题需要50%的时间。
D.下次我们该怎么做?
总结出来的经验需要SMART化，避免类似下次注意不迟到等事项说明，这种事项无法衡量，任务需要SMART化，目标明确、可完成、有具体时间等；另外分析的任务结果不应太少也不需要太多，抓住TOP3经验即可，不要想着一次AAR把所有相关的经验都总结出来。
P.S: AAR模板回答问题，一个个进行回答即可：
四、AAR操作的常见问题
这就是AAR引导员需要澄清和引导的问题了。
1、嫌麻烦，认为是浪费时间。
需要通过一个好的主题，经过一次正常的讨论及输出之后，让参与者感觉到价值所在，自然而然的就被大家所认可了，至少我的团队就是这么做起来的。
2、什么样的主题可以做AAR？
AAR可以说基本不限制主题，任何活动都可以使用该AAR进行总结，比如近期我们团队进行的版本转测试工作、代码架构质量提升工作都被我们作为AAR主题来进行，并且进行了一些优化动作。
3、AAR与问题回溯的区别？
问题回溯是针对问题出现的根因分析，往往带有责备、追责的色彩，但AAR倡导的是人人平等的基础上进行活动经验的总结，经验不仅是不好的方面、还有做得好的经验传递。