Sharing and seeking the unwritten lessons

So far this book has been describing a formal, deliberate and systematic process for identifying, documenting and acting upon lessons, for updating company processes and procedures, and for carrying these forward into action. A system like this, with its clear accountabilities and ability for lessons to be tracked through to closure, is very important for any organisation that wishes to institutionalise the method for continuous performance improvement.

However, this is not the only way lessons are shared, as discussed in Chapter 3. The lessons learned system we have described is what you might call a ‘push’ loop, because the lessons are ‘pushed’ out into the organisation by the originator. It also ...

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