Implementation Challenges for an Effective Lessons Learned Process
by LTC Marc Reininger ( FRA ) LANDCOM G-7
In short it means leading by example . If leaders are unwilling to learn from their mistakes , it is unlikely that the rest of the organisation will be willing to admit to mistakes . In fact , leaders must reward people for being open and admitting to making mistakes , bad decisions , judgment and errors . This , of course , flies in the face of many individual cultures .
The Lessons Learned Process ( LLP ) is applied in NATO to a wide and diverse range of environments across the entire spectrum of scale . The process covers small group activity up to and including the Comprehensive Approach in an international conflict scenario . Sharing experiences contributes to the defence of NA- TO ’ s Center of Gravity : Alliance Cohesion . Put simply , it is a measure of the degree to which various organisations or individuals are able to repeat best practice or avoid repeating mistakes .
When questioning the NATO staff environment on the utility of LLP , many will acknowledge that their organisation has a formal Lessons Learned ( LL ) programs , but they are generally viewed as ineffective . More importantly , the majority believe that an effective LLP is important if an organisation is able to continuously improve performance and efficiency .
Sharing LL appears to be a simple uncomplicated concept , however what ius very clear is that the implementation is difficult and challenges are present . This paper discusses the barriers that prevent effective implementation of LL and the keys to success in addressing these barriers and developing and maintaining an effective LLP that can be a valuable contributor to the organization ’ s overall aim of continuous improvement and contribute to the attainment of organization ’ s goals .
Barriers To Effective Lessons Learned
There are a few “ barriers ” that we all recognise , what is important is that we understand how we can deal with and overcome them .
Leadership
The lack of leadership involvement in and commitment towards the learning process is the most critical barrier . The impetus for change does not have to come from external risks or threat . An effective LLP means having a disciplined procedure that people are held accountable for to follow . It means encouraging openness about making mistakes or errors in judgment . It often means cultural or organisational change .
Process Change Versus Responsibility
When something goes wrong on an activity , there is always someone accountable . One of the biggest problems in implementing an effective LLP is to separate the “ responsibility ” issue from the “ process ” issue . Responsibility is important , but is something to be dealt with by the leaders . LL must deal with the process deficiency that caused the problem ( e . g ., inadequate procedure , inadequate training , poor coordination , etc .). Once a LLP focuses on “ complaint ” or “ blame ” or “ finger pointing ,” the process will soon fall into oblivion .
What Is The Benefit ?
LL captured on an activity seldom benefit that activity , but they will benefit all future activities . Often , the staff interprets capturing LL as simply another job
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