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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- When you find yourself in a tough spot politically, what can you do? Most of us obsess about the situation
for a while, and then if we still have time to act, we do what seems best. Here's Part I of a set of
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- Reporting is the process that informs us about how things are going in the organization and its efforts.
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- Stonewalling: I
- Stonewalling is a tactic of obstruction used by those who wish to stall the forward progress of some
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- Preventing Spontaneous Collapse of Agreements
- Agreements between people at work are often the basis of resolving conflict or political differences.
Sometimes agreements collapse spontaneously. When they do, the consequences can be costly. An understanding
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- Pariah Professions: I
- In some organizations entire professions are held in low regard. Their members become pariahs to some
people in the rest of the organization. When these conditions prevail, organizational performance suffers.
Forthcoming issues of Point Lookout
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- In workplace debates, we sometimes conclude erroneously that only stupidity can explain why our debate partners fail to grasp the elegance or importance of our arguments. There are many other possibilities. Available here and by RSS on July 24.
- And on July 31: More Things I've Learned Along the Way: IV
- When I have an important insight, or when I'm taught a lesson, I write it down. Here's Part IV from my personal collection. Available here and by RSS on July 31.
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- The Race to the South Pole: Lessons in Leadership
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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
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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.
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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.