A list of "lessons learned" is usually among the deliverables of retrospectives and after-action reviews. Since listing lessons is different from learning them, there's room to question the import of the lessons learned exercise. The lists themselves are also worth examining. Here are some suggestions for anyone hoping to gather truly valuable lessons learned.
- Gathering lessons learned is necessary but not sufficient
- Many organizations do gather lessons learned, and that's useful. The next step, also necessary, is using the data collected to determine how to incorporate those lessons into organizational processes and culture. To gain from the exercise we must spend real money and allocate real effort to incorporating what we learn into future projects and ongoing processes.
- Reviewing lessons learned is essential to planning
- Lessons learned are valuable only when our successors learn from them. When we add lessons to the knowledge base, how do future planners learn about these new lessons? Reviewing past lessons learned during the planning process is one good way to propagate the benefits.
- Safety is essential
- Candid self-assessment is more likely when the assessors feel safe. If self-assessors feel that acknowledgement of responsibility for errors leads to retribution, they will (justifiably) withhold truth. Worse, they might suggest that responsibility lies elsewhere when it doesn't, or they might emphasize contributions from elsewhere to a far greater extent than they merit. A sense of safety in retrospectives is essential for eliciting Truth.
- The term "Lessons Learned" is misleading
- Many "lessons learned" aren't actually lessons we've learned. Often they're lessons we still need to learn. When we apply the label "lesson learned" to something we haven't yet learned, we enhance the risk that we'll move on without actually learning it. "Lessons To Be Learned" is usually a more accurate term.
- Beware lessons that others should learn
- When teams Candid self-assessment is
more likely when the
assessors feel safeproduce lessons learned, they sometimes include prescriptions for educating others, especially when pointing out these deficits relieves the team of responsibility for some errors. For a Lessons Learned exercise, lessons for others to learn are out of scope. Within scope are lessons about coping with others' needs for learning. But even discussing the coping can be difficult if safety is compromised, and if the others in need of learning are powerful enough.
- We also learn from what went right
- Lists of lessons learned that include insights based on things that went well, in addition to those insights based on more troubled parts of the effort, probably present a more complete view. Understanding the reasons for success is at least as valuable as understanding the reasons for failure.
It's curious how so many organizations gather lessons learned about project efforts, but fail to gather lessons learned about the lessons learned effort. They probably don't know whether or not the lessons learned effort is worthwhile. I wonder what they would learn if they took a look at it…and I wonder why they aren't looking at it now. Top Next Issue
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More articles on Workplace Politics:
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the advantages of the drafting role. Some drafters don't meet that standard.
- Failure Foreordained
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- Just Make It Happen
- Many idolize the no-nonsense manager who says, "I don't want to hear excuses, just make it happen."
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- Yet More Obstacles to Finding the Reasons Why
- Part III of our catalog of obstacles encountered in retrospectives, when we try to uncover why we succeeded
— or failed.
- The Knowledge One-Upmanship Game
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which player knows the most arcane fact. It can seem like innocent fun, but it can disrupt a team's
ability to collaborate.
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- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.