To continually raise the bar on performance, build a culture of accountability, and sustain success in a changing environment.

After Action Review (AAR) / Action Review Cycle (ARC)

Over a period of 25 years, the U.S. Army honed a method for leaders at all levels to bring their teams to high levels of operational effectiveness in any setting. More recently, adaptations of the methods have been worked out which allow them to work in a wide range of civilian settings—from corporations improving operational performance to state governments improving emergency preparedness. The AAR, or After Action Review meeting, is the most visible part of this rapid cycle of planning, preparation, execution and review. In practice, the term “After Action Review” is actually misleading, because these methods occur before, during and after action. Because the AAR meeting tests planning assumptions against actual results, it fuels learning and accountability. When you get right down to it, the Action Review cycle is as much about a way of leading as it is about learning.

As an ongoing leadership discipline, the cycle substantially improves performance, generates knowledge and increases a team’s confidence around virtually any challenge or opportunity. Although simple in concept, as every organization has its own culture different from that of the Army, adaptations are necessary. Signet's depth of understanding and experience can be of great value in helping leaders make a translation that addresses their unique business situation and culture, then building up the practice in a way that it will really take root and thrive. Please see our AAR fact sheet for more information.

In the late 90's, Signet researchers carefully investigated the 20 year evolution of the method where it was born (the U.S. Army’s National Training Center at Ft. Irwin, CA) and compared it to early civilian applications. We published a detailed study in 2000. Key finding: A large number of early civilian adopters focused almost entirely on the AAR meeting as a "best practice", not seeing the role that key leadership behaviors and its cyclic nature played to make it so effective, thus falling far short of the impact and value available.

...it's startling how little of the army's integrated approach to learning has carried over to the business world. Perhaps as the army's experience becomes more visible, the benefits of an integrated approach will be clearer, and more organizations will begin to follow this example.

Subsequent to that study Signet has pushed the envelope of understanding of what the essential elements and sequences are to successfully apply this simple yet brilliant methodology in a wide range of organizations.

As Marilyn Darling and Charles Parry show, the crucial difference lies in the synergy between culture and method.

In a Harvard Business Review focused on The High Performance Organization, we described our exciting discoveries about the AAR practices of the US Army’s Opposing Force (OPFOR), which HBR’s Editor described as very likely “the world’s premiere learning organization”.

Though most organizations recognize the ever-increasing pervasiveness of change, relatively few have grasped the opportunity available in fully embracing change. The OPFOR is one organization that made this leap and, in the crucible of literally thousands of battles, worked out the implications for how they lead, learn and execute. This organization built a capacity to create and sustain competitive advantage in the face of changing conditions. The result is two decades of a truly amazing track record - OPFOR continues to defeat world-class competitors who would love nothing better than to decisively crush them.

After Action Reviews in the corporate world

The AAR cycle has been adapted to achieve many business mandates, such as:

• Build an executive team’s capacity in mergers and acquisitions
• Improve budget and schedule performance on large projects
• Raise the performance bar in operations against key metrics
• Streamline costly and complex processes such as maintenance outages
• Prepare effective responses to emergency situations

The great strength of the AAR discipline is its simplicity, focus and scalability. It can be used in any situation where there is a recurring work process or challenge. The best use of the method begins with establishing “leader’s intent” (task, purpose and intended end-state) before the action. The AAR meeting itself begins with establishing the "ground truth" (basic facts related to performance) of the action completed. The team then explores the gap between their intended and actual results in order to identify causes and commit themselves to a few key “sustains” and “improves” for the next cycle of action.

To help business practitioners adopt a practical discipline that bridges the Army’s powerful methods into the time-limited business context, Signet developed the BAR (Before Action Review) format. The BAR helps a team quickly build the habit of briefly pausing to synchronize intent and plan before going into action. The BAR and AAR then “bookend” action. This assures clarity, alignment, accountability and learning, which in turn sets in motion an upward spiraling of effectiveness.

“ While many have written about the AAR, no other authors have uncovered the dynamics of the process as have Marilyn Darling and Charles Parry. Those of us who see the value of the AAR will well appreciate their contribution to the field of learning. ”