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Reflective Learning and After Action Reviews

Published online by Cambridge University Press:  05 October 2017

Hélène Russell
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Abstract

Formalised reflective learning systems are one of the most effective and yet underutilised methods of learning. This article, written by Hélène Russell, aims to give you the tools to use after action reviews (AAR) for your information management (IM) and knowledge management (KM) projects so you can learn from your experiences for greater success in the future and also to lead AAR meetings for other professionals within your organisation, to help increase their experiential learning.

Keywords

reflective learningafter action reviewsinformation managementknowledge management

Information

Type
Current Issues
Information
Legal Information Management , Volume 17 , Issue 3 , September 2017 , pp. 173 - 179
Copyright
Copyright © The Author(s) 2017. Published by British and Irish Association of Law Librarians 

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References

Further reading

Collinson, C. and Parcel, G. (2001) Learning to fly. Chichester, Capstone Google Scholar
Honey, P. and Mumford, A. (1983) The Manual of learning styles. London, Peter Honey Publications.Google Scholar
Keep, E. (1989) ‘Corporate training strategies: the vital component?’ in Storey, J. (ed) New perspectives on human resource management. London, Routledge Google Scholar
Kolb, D. (1984) Experiential learning: experience as the source of learning and development. Englewood Cliffs, N.J., Prentice-Hall Google Scholar
Leonard, D. et al. (2015) Critical knowledge transfer: tools for managing your company's deep smarts. Boston, HBR Google Scholar
Redman, T. and Wilkinson, A. (2009) Contemporary human resource management. 3rd ed. Harlow, Pearson Google Scholar
Russell, H. (2012) Knowledge management handbook. London, Law Society Publishing Google Scholar
Russell, H. (2015) Practical projects in legal KM: a year of living knowledgeably. London, Legal Monitor Google Scholar
Russell, H. (2017) ‘Practical measurement of KM projects’, Chapter 5 in Measuring the ROI of KM. 2nd ed. London, Ark Google Scholar
Senge, P. (1992) The Fifth discipline: the art and practice of the learning organisation. London, Century Books Google Scholar
Villado, A. and Arthur, W. (May 2013) The Comparative effect of subjective and objective after action reviews on team performance on a complex task. Journal of Applied Psychology 98(3), 514–528 Google Scholar
Joint after action review of our humanitarian response to the tsunami crisis. CARE, Oxfam GB, World Vision International, Catholic Relief Services http://betterevaluation.org/resources/examples/after_action_review/Tsunami_response (accessed July 2017)Google Scholar
A Leader's Guide to After Action Reviews. http://www.au.af.mil/au/awc/awcgate/army/tc_25-20/tc25-20.pdf (accessed July 2017)Google Scholar
Russell, H. (2014) Iterative Improvement. Managing Partner 16(6), 68 Google Scholar
Russell, H. (2016) A Law firm librarian's guide to KM. Legal Information Management 16(3), 131–137 CrossRefGoogle Scholar
Russell, H. (2017) Measurement of KM projects: a practical guide for librarians. Legal Information Management 17(2), 109–118 Google Scholar
Collinson, C. and Parcel, G. (2001) Learning to fly. Chichester, Capstone Google Scholar
Honey, P. and Mumford, A. (1983) The Manual of learning styles. London, Peter Honey Publications.Google Scholar
Keep, E. (1989) ‘Corporate training strategies: the vital component?’ in Storey, J. (ed) New perspectives on human resource management. London, Routledge Google Scholar
Kolb, D. (1984) Experiential learning: experience as the source of learning and development. Englewood Cliffs, N.J., Prentice-Hall Google Scholar
Leonard, D. et al. (2015) Critical knowledge transfer: tools for managing your company's deep smarts. Boston, HBR Google Scholar
Redman, T. and Wilkinson, A. (2009) Contemporary human resource management. 3rd ed. Harlow, Pearson Google Scholar
Russell, H. (2012) Knowledge management handbook. London, Law Society Publishing Google Scholar
Russell, H. (2015) Practical projects in legal KM: a year of living knowledgeably. London, Legal Monitor Google Scholar
Russell, H. (2017) ‘Practical measurement of KM projects’, Chapter 5 in Measuring the ROI of KM. 2nd ed. London, Ark Google Scholar
Senge, P. (1992) The Fifth discipline: the art and practice of the learning organisation. London, Century Books Google Scholar
Villado, A. and Arthur, W. (May 2013) The Comparative effect of subjective and objective after action reviews on team performance on a complex task. Journal of Applied Psychology 98(3), 514–528 Google Scholar
Joint after action review of our humanitarian response to the tsunami crisis. CARE, Oxfam GB, World Vision International, Catholic Relief Services http://betterevaluation.org/resources/examples/after_action_review/Tsunami_response (accessed July 2017)Google Scholar
A Leader's Guide to After Action Reviews. http://www.au.af.mil/au/awc/awcgate/army/tc_25-20/tc25-20.pdf (accessed July 2017)Google Scholar
Russell, H. (2014) Iterative Improvement. Managing Partner 16(6), 68 Google Scholar
Russell, H. (2016) A Law firm librarian's guide to KM. Legal Information Management 16(3), 131–137 CrossRefGoogle Scholar
Russell, H. (2017) Measurement of KM projects: a practical guide for librarians. Legal Information Management 17(2), 109–118 Google Scholar