A guide to conducting an effective after-action review (AAR)

During the 1970s, the U.S. Army developed the after-action review (AAR) as a formal process to encourage continuous learning by fostering open discussions and identifying areas for improvement after combat, rather than assigning blame. This approach was standardized in the 1980s and spread to various sectors, including healthcare and corporate environments, where it is used to review events or processes either formally or informally. The AAR process involves planning, conducting, analyzing, and following up on discussions to translate lessons learned into actionable insights. It is guided by five critical questions that help participants understand discrepancies between expected and actual outcomes, identify successes and areas for improvement, and develop action plans. AARs differ from retrospectives and post-mortem analyses in scope and focus, and they aim to create a balanced discussion that acknowledges both successes and failures. The success of AARs depends on creating an environment that encourages honest feedback, avoids blame, and ensures active participation to foster a culture of continuous improvement and organizational growth.