Debriefing

1. What it is:

An approach that helps teams share and learn from their actions by analyzing what was done and the results obtained.

According to the dictionary, debriefing is a meeting to report on a completed task or mission.

Here at LA-BORA! gov, we understand debriefing, or learning through experience, as a tool that helps teams share and learn from their actions by analyzing what was done and the results obtained. Therefore, we conduct a debriefing when we complete an important project.

The goal is continuous improvement, with detailed reflections on what worked well and what could be different next time.

Insights/learnings are collected in a shared environment, reinforcing team spirit and continuously improving people, processes, and the organization's knowledge management. This way, concrete improvements are implemented in public service.

2. What it is NOT:

Debriefing is not disguised control, nor an informal chat about what went wrong, and certainly not a search for someone to blame.

...instead, it is a tool for constructive reflection; a structured process focused on learning and continuous improvement, helping you and your organization achieve better results. Therefore, it should not be seen as a bureaucratic or punitive activity, but rather as an opportunity for learning and growth.

3. Why do it:

Debriefing can bring various improvements to work and the team.

•    Allows professionals to discuss and reflect on unexpected and challenging situations.
•    Strengthens a culture of learning.
•    It is a mechanism for building trust and psychological safety within the team.
•    Develops the organization's collective intelligence.
•    Allows recognition and appreciation of each team member's contributions.

4. When and Where?

At the end of a project/activity, in a physical or virtual environment involving the participants.

When it's necessary to reflect on a completed activity or project to extract learnings and make sense of an experience.

a)     Define who is responsible for facilitation

The facilitator needs the sensitivity to understand and guide the discussion. This person should lead the dialogue, maintaining focus and helping participants reflect on their feelings, experiences, perceptions, decisions, and skills. Generally, the project or activity leadership assumes the facilitator role.

b)     Organize the necessary information

For events (workshops, lectures, seminars, etc.), it's useful to present a summary with the following information:

•    Team Members
•    Number of participating people and organizations
•    Selection criteria: diversity of people and organizations
•    Profile of registrants: race/color, gender, etc.
•    Evaluation data: % excellent, good, bad, and terrible
•    Main comments from the Evaluation and Chat (positive and negative)
•    Photo of the workshop held.

c)     Conduct the conversation and reflect on the lessons learned.

   Start: Begin with an asynchronous activity (see a LA-BORA! gov template) so the team has time to reflect individually and thus be able to discuss collectively. The asynchronous contribution is individual and anonymous, allowing participants the freedom to write what they truly felt or perceived. The asynchronous activity is carried out before the synchronous meeting.

   Meeting Planning: After the asynchronous activity, first define what you hope to achieve with this meeting. Reporting what happened, what was done, and how they acted to resolve the situation is essential for reflection. This should be done through an organized structure, which can be divided into four main phases:

•        What did we plan? (10% of the time)
•        What actually happened? (15% of the time)
•        Why did it happen that way? (25% of the time)
•        What will we do next time? (50% of the time)

    Remember to record the main points discussed and the agreed actions.

   What else to consider:

1.        Questioning participants: Ask participants questions about their actions and decisions during the activity, encouraging reflection.
2.        Experience with the scenario: Understand and discuss the proposed scenario and how it was experienced.
3.        Impact of the experience: Explore how participants felt and reacted during the activity.
4.        Recollection of facts: Review the positive and negative aspects of the activity to learn from them.
5.        Reports of improvements: Discuss what can be improved for future activities.
6.        Commitment to equity/diversity: We start from the premise that it is not enough to invite everyone; it is essential to ensure that everyone can participate, feel welcome, valued, and able to fully benefit from the activities. Accessibility in events means creating an environment that is easily accessible and usable by everyone, regardless of their abilities or needs, including neurodivergent people, those with hearing, visual impairments, or reduced mobility, among others. Therefore, it is necessary to analyze whether the needs of all we expected to serve/reach were met, and what we can do to make our service/our actions more inclusive. For example:

•            Was our audience diverse?
•            Did we have good representation in the choice of speakers/invited guests?
•            Did we use accessibility resources?
•            Were specific participant needs identified and met before or during the activity? (captions, sign language, audio description, speaking slowly, etc.);
•            Was there any feedback/evaluation about this? What was it?

   Recommendations:

•        Include questions about how participants felt regarding their performance and the results achieved (always individual, never collective).
•        If it's necessary to give constructive feedback to a participant, we suggest the project leader does it privately to avoid embarrassing situations. However, if the situation impacted the entire team, it might be worth considering addressing it in the group, as it also serves to reinforce the organization's values and what cannot be tolerated within the team. It's important to talk about difficult situations too.
•        Documenting results: Record the main points discussed, the findings, and the recommendations made during the debriefing. This documentation should be shared with all participants and serve as a basis for future actions.
•        Celebrate success: Sometimes we focus only on what needs improvement, but it's also important to recognize what went right and the successes we achieved.
•        Participation: Give everyone the opportunity to share their thoughts and experiences, promoting active listening and respect for different perspectives.
•        Root cause analysis: Identify the root causes of any challenge or error and consider how they could have been avoided.
•        Action development: Discover specific actions or steps that can be taken to improve future performance.
•        Follow-up: Monitor the actions identified during the Debriefing to ensure the lessons learned are put into practice.

d)     Develop the Action Plan with the suggested improvements.

Based on the debriefing discussions, develop an action plan to implement improvements. With the ideas in mind, define responsibilities, deadlines, and indicators to ensure the execution of the proposed changes.

Remember: Debriefing is an opportunity for growth and development for the team involved in the project or activity.

By conducting an effective debriefing, you will be investing in the growth of your team and your organization. Check out some templates.