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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- In workplace politics, attackers have significant advantages that explain, in part, their surprising
success rate. In this third part of our series on political attacks, we examine the psychological advantages
- Before You Blow the Whistle: I
- When organizations know that they've done something they shouldn't have, or they haven't done something
they should have, they often try to conceal the bad news. When dealing with whistleblowers, they can
be especially ruthless.
- Big Egos and Other Misconceptions
- We often describe someone who arrogantly breezes through life with swagger and evident disregard for
others as having a "big ego." Maybe so. And maybe not. Let's have a closer look.
- Some Hazards of Skip-Level Interviews: II
- Skip-level interviews are dialogs between a subordinate and the subordinate's supervisor's supervisor.
They can be both heplful and hazardous. Here's Part II of a little catalog of the hazards.
- The Artful Shirker
- Most people who shirk work are fairly obvious about it, but some are so artful that the people around
them don't realize what's happening. Here are a few of the more sophisticated shirking techniques.
Forthcoming issues of Point Lookout
- Coming September 25: Planning Disappointments
- When we plan projects, we make estimates of total costs and expected delivery dates. Often these estimates are so wrong — in the wrong direction — that we might as well be planning disappointments. Why is this? Available here and by RSS on September 25.
- And on October 2: Start Anywhere
- Group problem-solving sessions sometimes focus on where to begin, even when what we know about the problem is insufficient for making such decisions. In some cases, preliminary exploration of almost any aspect of the problem can be more helpful than debating what to explore. Available here and by RSS on October 2.
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- The Race to the South Pole: Lessons in Leadership
On 14 December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. But to organizational leaders, business analysts, project sponsors, and project managers, the story is fascinating. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute. Register now.
- 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.