book

A Holistic Approach to Lessons Learned

by Moria Levy

December 2017

Beginner

169 pages

3h 55m

English

Auerbach Publications

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The Role of KnowledgeCompetitionExternal InformationInternal Information and KnowledgeReferences
When Should We Debrief?Who Should Debrief?How to Debrief?References
Techniques of DebriefingAfter Action ReviewEnlarging the AAR MethodMulti-Case Learning: Learning from Several Processes or EventsReferences
Learning from the Plan–Do–Check–Act Model (PDCA)Learning from the Define, Measure, Analyze, Improve, and Control Method (DMAIC)Learning from Gemba WalksLearning from Quality AuditsQuality-Based ProcessesConclusionReferences
The Process of Experiential Learning: Kolb’s Four Forms of LearningThe Process of Experiential Learning: Kahneman and the Two Systems TheoryThe Process of Experiential Learning: Cell’s Four Levels of Experiential LearningIntegrating What We LearnedReferences
References
Saving the Lessons in a KnowledgebaseThe Structure of the KnowledgebaseThe LessonsReference
Templates and FormsTrainingMaking It Hard to Make the MistakeChecklistsPresenting Lessons in Search ProcessesOnline HelpProcessesWork Procedures and GuidelinesSummaryReferences
BAR: Before Action ReviewReference
The Decision to StartScopeChoosing with Whom to StartDetermining the Order in Which to Implement ChangeSummaryReference
Initiating the MoveHelping People through the Journey of ChangeSummaryReferences
The SponsorThe Lessons ManagerThe Knowledgebase ManagerSubject Matter ExpertsEmployeesReference
SurprisesDebriefing TechniquesAdditional SourcesOutcomesClosing the LoopGlossary: Review of TermsAAR: After Action ReviewBAR: Before Action ReviewBest Practices (Good Practices)DebriefingKnowledgebaseKnowledge ManagementLearningLearning from ExperienceLearning from Quality-Based ProcessesLearning OrganizationLessons/Lessons LearnedTeam LearningReferences

Content preview from A Holistic Approach to Lessons Learned

The chief executive officer (CEO) of X2X, Inc. moved uneasily in his chair. He had just been informed that the company’s newly developed phone had not passed its acceptance testing. Clients who had tried out the new model had complained that the device emitted heat. The research and development (R&D) vice president (VP) updated him that they had found a design flaw. The hell with it, thought the CEO. We know what is wrong. We previously had encountered that same problem in our model developed 2 years ago. Then, too, we detected a design flaw; lessons had been learned. How are we back at square one 2 years later? How was a lesson, previously learned, totally ignored, forcing us to learn it once again from scratch?

Confucius, a Chinese ...