2. 2 Conduct an After Action Review

3. 3 Action Conduct an after action review

4. 4 Conditions Given a Requirement to Conduct a AAR and access to: - FM 22-100 - TC 25-20 - UM 3-0 - UM 3-02 - UR 601-107

5. 5 Standards Conduct an AAR that that evaluates performance and determines: What was supposed to happen What happened Why it happened How to sustain strengths and improve weaknesses

6. 6 Definition of AAR An AAR is a professional discussion of an event that focuses on performance standards. It enables soldiers to discover for themselves what happened, why it happened, and how to sustain strengths and improve on weaknesses.

7. 7 The purpose of an After Action Review (AAR) is to improve Soldier, leader, and unit performance. The AAR is a live learning process that solves problems and assists with Soldier development. Purpose of an AAR

8. 8 Key Points in an AAR Conduct during or immediately after each event. Ask open-ended questions. Relate performance to accomplishment of objectives. Don’t dwell on issues unrelated to mission accomplishment.

9. 9 Key Points in an AAR Prepare Conduct Follow-Up

10. 10 Prepare Preparation allows you the opportunity to analyze the data produced by ongoing operations.

11. 11 Conduct The intent of the AAR is to manage decisive, shaping, and sustaining operations. The AAR serves as a virtual checkpoint on the way to mission accomplishment.

12. 12 Follow- Up The AAR process results in adjusted plans and new courses of action. Establish timelines for follow-up to make sure the subordinate has carried out the plan.

13. 13 The Six “Ps” Present Mission Posture Projections Processing Prospecting Plan Personnel

14. 14 Present Mission Posture Leaders should relate their questions to the Soldier or unit’s current mission posture. Discussing mission posture first establishes the mission as the leader’s priority.

15. 15 Projections View a complete list of individuals projected for enlistment and commissioning via Leader Zone. Projections can give a clear picture as to the validity of mission accomplishment.

16. 16 Processing A review of the applicant processing list will flag issues that impede processing. The Leader should examine TNE, PNE, QNE, etc. Leaders can intervene and avoid delays.

17. 17 Prospecting Analysis of the MAP and LSA is the starting point. These tools are used to develop the prospecting plan. The leader should consider unit accomplishment and the day of the week and the week of the recruiting contract month (RCM).

18. 18 Plan Review and discussion of the subordinates plan should lead to an agreement on what was supposed to happen, what did or did not happen, and why.

19. 19 Personnel Personnel issues have the potential to influence mission achievement. Recruiters are our ultimate system. The leader should review strength issues to gauge their impact on mission accomplishment. Develop COA to address manning issues.

20. 20 Types of AARs Formal Informal Note: AARs may be conducted Face-to- face or telephonic. However, the preferred method is Face-to-face.

21. 21 Formal AAR Formal AARs require more planning and preparation than informal AARs. Formal AARs take more time, are scheduled beforehand, and are conducted where best supported.

22. 22 Informal AARs Informal AARs are used as on-the-spot coaching tools while reviewing Soldier and unit performance. Are used to provide immediate feedback to Soldiers, leaders, and units. Require fewer resources and are commonly conducted when the leader feels the Soldier, leader, or unit would benefit.

23. 23 AAR Structure To focus and structure the AAR, leaders should employ the six “P’s” to elements of the Recruiting Operating Systems (ROS) namely: Intelligence Prospecting Processing Future Soldiers Training RSS C4

24. 24 AAR Structure This technique is especially useful in training Soldiers, leaders, and units how events directly relate to one or more ROS. By discussing actions in the order they take place, Soldiers and leaders are better able to recall what happened.

25. 25 AAR Structure One of the strengths of the AAR is its flexibility. If a certain ROS appears to have a systemic issue, the leader can follow that ROS throughout the process. Once that topic is exhausted, the AAR can proceed through all or specific operating systems.

26. 26 Following Up Identify tasks requiring retraining Fix the problem, retrain and integrate lessons learned in future planning Share lessons learned with unit members

27. 27 AAR Format Employ the Six “Ps” to elements of the Recruiting Operating Systems and ask the following: - What was supposed to happen - What happened - Why did it happen - How to sustain strengths and improve weaknesses

28. 28 What Was Supposed to Happen What was planned, goals and objectives? Company Station Recruiter What barriers were expected? What was known. What did experience tell us.

29. 29 What Happened Recount the events Ask clarifying questions that encourage and require individuals to fill in the blanks Compare the performance against established standards What were the unanticipated barriers? Station (communication, perception, attitudes) Individual (stress, fatigue, attitude,)

30. 30 Why Did It Happen Find the root causes behind identified performance successes and failures. In many cases, Soldiers, leaders, and unit performance will contain both good and poor performance. As a leader you should attempt to keep these balanced and in perspective.

31. 31 Successes The natural tendency is to concentrate on what was wrong. It is much easier to determine the cause for failure than for success. The need to determine the reason for success or effectiveness is just as important as discussing failures.

32. 32 Successes Determining the reason for success Present opportunities to reinforce behaviors that promote mission accomplishment Don’t overlook these opportunities.

33. 33 Failures When a failure is identified, determine what should have happened and what didn’t happen (or happened incorrectly). Reprimands should be left out of the AAR. Such actions are disciplinary, not investigative in nature. This does not prevent disciplinary action as a result of information from an AAR.

34. 34 How to Sustain Strengths and Improve Weaknesses Once root causes have been identified, focus actions on improvement strategies. In most cases outputs from this step come in the form of enhanced recognition cues, and should be included into the planning phase of the next action.

35. 35 Check on Learning What is the purpose of an AAR? - To improve Soldier, Leader, and Unit performance How should a leader structure the AAR? - Employing the six P’s to the elements of the ROS Which point of the AAR allow you to make sure the subordinate carried out the plan? - Follow-up Should disciplinary action take place during an AAR? - No, but this does not prevent disciplinary actions

36. 36 Action Conduct an after action review

37. 37 Conditions Given a Requirement to Conduct a AAR and access to: - FM 22-100 - TC 25-20 - UM 3-0 - UM 3-02 - UR 601-107

38. 38 Standards Conduct an AAR that that evaluates performance and determines: What was supposed to happen What happened Why it happened How to sustain strengths and improve weaknesses

39. 39 Summary The After Action Review is a proven method that can assist with Soldier, leader, and unit development. It is a process that educates, motivates, and communicates the pros and cons of our organization.

40. 40 Questions?