10 tips for running a successful Pause & Reflect debrief

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David Gurteen rang me just before Christmas.  He’d read my recent blog post about the  Pause & Reflect (P&R) debrief session I was running for the Brighton Food Waste Colllective and wanted to understand how it differed from an After Action Review (AAR).

Here’s what I told him and via this link his observations on the technique:

In a P&R debrief the team (with the help of the Facilitator) is attempting to go beyond the questions posed by an AAR: what was supposed to happen; what did actually happen; what went well; and what might we do differently next time?

While these are valid areas of investigation they tend not to address the how or why an event succeeded or failed and overlook aspects of behaviour, space and culture.

P&R sessions look at all of these through the use of timelines and objects by recreating what happened formally and informally, before the event, during the event and after the event.

The technique I like to use is an A3 version of the Narrative Grid about which I’ve written before.

By way of an example (and with the kind permission of Vera, Mei-Weh and Saskia) I’d like to draw on the recent P&R session in Brighton.

Food Waste Collective Pause & Reflect:

We met informally at a quirky venue (Blue Man Bar) in Brighton. Despite background noise the team were able to raise and openly discuss the event. Here’s what I asked them to think about in advance:

The aim is to identify learning’s from the recent Food Collective Event that you might apply to current and future events. This session is best done with a timeline /narrative grid and I will ask these questions for each stage (Before/During/After):

*     What was expected to happen?

*     What actually occurred?

*     What went well and why?

*     What can be improved and how? And finally,

*     What behaviours in others did you most admire / find most useful?

I will take notes so you just need to bring along your keen minds, memories, observations and most importantly a photo or object from the event.

some key outcomes:

The session designed primarily as a capacity building/knowledge transfer session lasted but an hour.  In that time a couple of key outcomes emerged and each of the team was able to highlight behaviours in others that made a real difference.  It underpinned my belief that by being appreciative in the approach to debriefs and focusing on events a lot more emerges.

Here’s an extract from the notes I took:

P&R Outcomes Dec13

when, where and how to use a Pause & Reflect?

Here are 10 suggestions on how to make it work:

  1. use it to conduct a debrief on an event or decision that has taken place in the last month
  2. use pictures and objects from the event or decision to amplify key moments and trigger memories – brief them about the need to bring something along
  3. get people to fill in the narrative grid / timeline as they go and if you have different cultures involved ask different groups to fill in their own timelines – in the process of comparing you will discover much
  4. probe by asking for examples – in the above case the need to get volunteers on a Thursday to help unload FareShare vans emerged only by going through the event step by step
  5. when someone makes a comment such as ‘it was so organised when I arrived’ get them to elaborate and contrast – it will generate a story that becomes an important narrative of the event
  6. make the session informal (and reflective of the organisational culture) but do have an agenda and stick to it – be clear about the roles each one is playing at the P&R
  7. get participants to talk about the environment and location where the event or decision you are holding a P&R about took place
  8. don’t be afraid to let the silence hang in sticky moments – behaviours (most admired which might have made an event successful) often emerge slowly
  9. ensure (with permissions) that you take photos of the P&R and include them in the write up
  10. finally, don’t be too ambitious: 3 hours is the maximum I’ve found works and look at 1 event or decision not a whole project.

 

 

‘Pause & Reflect’ session vs. an ‘After Action Review’

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Pause & Reflect AgendaTonight (Thursday) I will be in Brighton on behalf of Plan Zheroes running a Pause & Reflect session with the Food Waste Collective. We are going to be taking a look at the recent event they held at Brighton University and which I wrote about a few weeks back – when a good deed is lentil shaped: why a group of Brighton based women deserve our support.

Since a previous posting about a Plan Zheroes Pause & Reflect session on a CSR Day we ran attracted some interest I decided to share with a wider audience how I go about setting them up

The agenda is time specific and requires the attendees to have thought in advance about an object or image that sums up the event for them. The other departure from the more traditional After Action Review process is that I try to get people to focus on the behaviours in others that really helped make the event work.  This appreciative inquiry technique is one I’ve found to be highly effective reflecting as it does on behaviours in a group environment.

the power of 3

I’ve always been a great believer in the principle that less is more especially when looking back at an event or decision. And I tried to get everyone I’ve mentored or coached to focus on ‘the power of 3’. Most people can remember 3 things and act on them.

Professor Victor Newman often tells a story about one of his early experiences going into an organisation and finding a lessons learned exercise came up with more than 200 ‘lessons’ which were noted down and taken away never to be acted upon.

3 ‘things’ is also a theme I apply in reverse brainstorming when getting people to consider how they can tackle ‘stuff’ that is broken.

capacity building and knowledge transfer

Tonight’s event is part of Plan Zheroes ongoing commitment to support volunteers outside of its core market. If we can equip others with basic skills and tools to improve the way they run events and interact with food donors and recipients fewer people will be facing food poverty and we will all be making better use of surplus food.

I am looking forward to the session.

‘your entire career is your exit interview’: embedding knowledge capture & retention techniques

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This tweet, from this year’s KM Russia event, reminded me of an interview I had with a senior Asian banker a few years back.  Retiring, after three decades during which time he’d been pivotal in the regeneration of Asia after the crisis of 1997,  he was asked at his exit interview, ‘have you returned the stapler?‘ The sense of disappointment in his voice was palpable as he told me (I paraphrase), ‘you devote your life to an organisation and then puff, you are gone along with your sense of identity’.

It echoed a similar conversation with the former CEO of a major reinsurance group whose departure remains a source of unhappiness because his experience and network of contacts were not considered important enough to devote time and resource to by his successors who were taking the company in a new direction.

Fortunately many organisations are now making knowledge capture and retention part of the ‘way we do things around here’, recognising the need for effective processes throughout the life cycle of employees and projects. One such organisation is Her Majesty’s Revenue & Customs who employed us* to run a pilot programme ‘capturing and exploiting corporate knowledge’ to equip senior business heads with tools and techniques they might use to capture and retain critical knowledge.

In previous posts I described the programme modules 1-3. Here I’d like to share with you modules 4 and 5.

HMRC’s Pilot Programme: : Modules 4 & 5 Analysing & Sharing

Analysing how to analyse and organise the material that has been captured
Sharing how to share the knowledge that’s been captured how to engage with your audience

Analysing (cataloguing and curating) the material captured is often overlooked, the assumption being that search will reveal all. The delegates were invited to listen to a couple of recorded interviews and consider how they might catalogue the material.

We accepted that not every piece of critical knowledge (defined previously as ‘…the knowledge HMRC would struggle without if it lost’) is likely to be recorded on voice or camera. However the process of thinking about how to catalogue material does provide a steer on the importance of structuring what you are capturing. We spend money on creating taxonomies which is another form of categorisation and cataloguing.

Here’s one example tablog 2ken from a piece of work featured in ‘making Knowledge Management work in your organisation’ (an Ark Group publication). It shows the process adopted for the creation of a Living Archive. Note the importance of the indexing or cataloguing process (in red).

blog 3And here’s the cataloguing process that is referred to above and was shared in HMRC module 4.

In Sharing (Module 5)  we looked at numerous ways of engaging with the stakeholder community previously discussed and identified in Module 2. Our aim here was to illustrate that no one size fits all and that each person or group might respond differently.

The delegates had to map the profile of the audience and then think about what might be the best method of engaging.

Blog 1Aside from examples of companies who have successfully use: Baton Passing, an Audience With, Fellows, Knowledge Markets, Dare 2 Share Fairs and Memoirs on Camera we discussed the (now discontinued) practice wherein a returning diplomat would complete a Valedictory Despatch after his or her tour of duty overseas ended.

Parting ShotsAs in previous modules the delegates were asked to consolidate their learning ‘off line’ and as a way of consolidating all the exercises were given an assignment to be working on before we reassembled for the final session.  I will conclude this series of blog posts next time and look at how we evaluated the programme.

Parting Shots by Matthew Parris

*Sparknow and Knowledge et al worked in partnership to deliver this programme.

when a good deed is lentil shaped: stopping food waste in Brighton

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Vara Zakaharov of Food Waste Collective having a discussion about potential donors with a commumity chef

Vera Zakaharov of Food Waste Collective having a discussion about potential donors with a commumity chef from Emmaus Brighton.

Friday was one of those days that restored my faith in human nature.  I was in Brighton on behalf of Plan Zheroes supporting The Food Waste Collective’s 2nd food share event, held at University of Brighton’s Moulscoomb campus.

The impetus for this event came from a group of women who call Brighton their home: Vera Zakharov, Mei-Wah Tang, Caitriona Donahoe, Saskia Wesnigk-Wood and Josie Jeffery.

The timing could not have been more apposite: WRAP (Waste & Resources Action Programme) established as an independent not-for-profit company that aims to minimise resource use and divert priority materials from landfill recently published an intriguing report, the  WRAP Review of Waste in the Hospitality and Food Service Sector that looks at how inter alia the UK can make better use of surplus food.

It notes: Redistribution of surplus food so that it is still eaten before it becomes waste, is preventing food waste, e.g. sending surplus food to a charity.

Mei-Wah Tang welcoming two members of a local charity and getting them to sign the PlanZheroes Charity Agreement

Mei-Wah Tang welcoming two members of a local charity and getting them to sign the PlanZheroes Charity Agreement

It was encouraging to see how many young people from many nationalities all getting together to make sure that fewer families are forced to make eat or heat decisions.

As a former Lewesian I was not alone, Pearl and Helen from the Lewes Food Bank were there showing the ‘young bucks’ how to bag up quantities of food into manageable portions.  This is a skill and one that can make a huge difference on the day in terms of reducing waste and saving time for volunteers.

Helen and Pearl from the Lewes Food Bank. Watch out for their bagging up video!

Helen and Pearl from the Lewes Food Bank. Watch out for their bagging up video!

So the ‘dynamic duo’ have both agreed to produce a video that shows others the tricks of the trade. I will provide the link in due course.

Pearl will be in addition establishing a link with Le Magasin in Lewes (the first donor to sign up there last year when I launched the Plan Zheroes intiative in Lewes) who have agreed to supply the Lewes Food Bank one of 3 in the town supported by Mayor, Ruth O’Keefe.

Some of Pearl and Helen's handiwork.

Some of Pearl and Helen’s handiwork.

I heard some wonderful stories of community engagement/ plaudits for Nathan of FareShare Brighton and of the superb work of Emmaus Brighton who grow and cook their own food in Portslade and note:

Research shows that for every £1 invested in a community, there is an £11 social, environmental and economic return, with savings to the benefits bill, health services and a reduction in crime reoffending.

Let me share one initiative just getting off the ground which I think deserves our support.

Sue Saunders of St Andrews School Hove is one of a growing number of parents who are concerned about the increasing levels of obesity among our young children.

Sue Sanders, one of the St Andrews School, Hove's cookery tuition team is looking for a cooker.

Sue Sanders, one of the St Andrews School, Hove’s cookery tuition team is looking for a cooker.

She (and I) bemoan the growth of fast food, TV dinners and the lack of culinary skills among the population. Austerity and consumerism are forcing both parents to work which is impacting family time and conversations over food which is where much social interaction occurs.

So Sue and her team are attempting to teach school children basic cookery skills so they can develop a taste for and interest in good food. Sue was there to pick up ingredients and needs a small cooker so if anyone can help here’s her email address (reproduced with her permission): sussaunders25@hotmail.com.

Apart from the copious amounts of food that was shared, Vera, Mei-Wah and Josie managed to sign up 3 charities to the PlanZheroes food map and registered Food Waste Collective as donors.

Plan Zheroes Food Map on Mei-Wah's iPad

Plan Zheroes Food Map on Mei-Wah’s iPad

Perhaps the most gratifying aspect of the visit was to see the enthusiasm among everyone who was giving up their time and skills to try and make a difference to the lives of people who are less fortunate.

At a time when immigration is in the spotlight it was noticeable that the volunteers came from a wide cross section of nationalities and ethnic background where food and community support are more of an ingrained part of the social fabric.

Plan Zheroes is delighted to have been able to support the Food Waste Collective.

scores on the doors

From Vera:

our end of event stats:

27 volunteers + 3 pallets of surplus food x 8 hours = 19 food projects and charities happily receiving much-needed food donations.

So far, since the first event in August, we have distributed over 3 tonnes of perfectly good, healthy delicious dry goods to local projects.

‘Nothing has changed and yet everything is different’: 10 observations from a special event at CILIP

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Yesterday I was at a special invitation summit to discuss the future direction of the Chartered Institute of Library & Information Professionals.  CILIP is undergoing a fairly dramatic repositioning under new CEO Annie Mauger and this was the first of a couple of attempts to broaden the debate with a wider constituency.

It was well organised (and run) by Martin White and Sandra Ward, two people whose names are synonymous with the words ‘Information’ and ‘management’, and whose best efforts had persuaded many thought leaders in the Information Management space to attend. Attendees were asked not to tweet and to follow The Chatham House Rule that states:

When a meeting, or part thereof, is held under the Chatham House Rule, participants are free to use the information received, but neither the identity nor the affiliation of the speaker(s), nor that of any other participant, may be revealed’

So (as a member of Chatham House and compelled to comply) here are my observations aided by a couple of pictures and slides published with the speakers permission.

10 observations:

‘Nothing has changed and yet everything is different’. Jean-Paul Sartre’s quote is apposite: 20 years on since my colleagues and I at Saudi International Bank were creating a one screen view of what we knew about a client (the forerunner of an intranet / CRM system) I suggest that despite all the gismos (technical advances) senior executives are still looking for reliable trustworthy information/intelligence – the synopsis they can trust, from people they trust. And don’t want to do self searching to find it. At the closing a wonderful story was told about a senior executive who has a team that provide abridged briefing notes and expected outcomes (in his native language) for every meeting.

People are still the important navigational hub and their knowledge networks vital. When they go their knowledge (and their networks) go with them. HM Government Knowledge & Information Strategy will make clear the importance of people and the public as the client and it will recognise that ‘who we know’ is as important as ‘what we know’ hence the investment in a Knowledge Harvesting Toolkit for KIM professionals (and training on Knowledge Capture & Retention).

We want measurements! Stories that amplify events and justification for Information and Knowledge team activity are hugely important but must be accompanied by statistics and measures which accounts in part for the increased call in the Public Sector for inventories of information and knowledge assets. In a world of data half a page of stats supported by a story is more powerful than two pages of prose.

We want certification! East, North and South of Istanbul there is a huge demand for education and certification.  Competency management is king and certificates from accredited organisations a way of enhancing career prospects. West of Istanbul people (especially the young) are just happy to be in a job and employers are increasingly demanding new entrants to be more self aware.

Apps are the future, websites are the past: Perhaps driven by a healthy scepticism of advertising and brochure ware websites dynamic content is key. This is presenting a challenge to the information industry who need to be more proactive in saying ‘read this and here’s why’. Ask yourself when did you last go to a corporate website and believe what it said – buying decisions are being driven by recommendations of people (and organisations) YOU trust. And Apps are making the process smoother as mobile replaces pc’s and tablets, laptops.

Fear is driving (in)action / lack of collaboration: the financial services industry has taken a bashing and the regulators are all over them extolling the virtues of a change in culture and trying to audit whether they have. Chinese Walls are getting higher so no Yammer or Jive to cross fertilise ideas and clients and silos will get more pronounced. In the Public Sector the rise of the SIRO (Senior Information RIsk Officer) as a board member suggests a greater and more visible role is emerging where risk aversion becomes a major driver of decisions.

Organisations are becoming hermetically sealed bubbles virtually impenetrable to anyone who is not of the same size. It used to be accepted doctrine that ‘no one got fired for hiring IBM’,  now the same applies with big consultancy firms. A vivid illustration was given: despite agreeing the scope of work with the client, being the best qualified and most experienced, formal sign off was not forthcoming for this internationally renowned consultant because ‘he is not …’ (three letters)!  

Modular competency acquisition the way forward/ Facilitation key: Many of the speakers and delegates commented on the need to be good at getting others to work well and be opportunistic. A role where the KIM professional, briefs, analyses and introduces, new processes, systems and ways of working. The idea of a modular incremental approach to competency development was lauded, perhaps in conjunction with business schools and Universities. As was the new CILIP Professional Knowledge and Skills Base, that the UK Government’s Head of KIM has been a strong supporter of.

IMG_1554KIM is here to stay: It was a common theme – KM especially is back (even if there is still ambiguity over what it is – especially in the North West).  This from John Quinn is lovely, a quote from a report in 1894 on the Department for Education’s use of knowledge:

 …failing to record the knowledge it obtains for future use and unable to obtain information as to what is being done elsewhere either at home or abroad…’

IMG_1553

To finish, a quote, from award winning Clive Holtham celebrating 25 years as one of the few to hold a Professor of Information Management title, ‘technology brings no competitive advantage’  – its an essential underpinning (my addition). Here’s Clive and his Intelligent Exploiter Framework – note the importance of ‘Mindset’.

 

And finally

Check out Full Fact a non profit making group that specialises in independent fact checking.  Despite a bit of a spat with UK Column a year back it has become a must go to site to check the veracitiy of ‘facts’ and ‘stats’ that appear in the media and emanate from the mouths of our politicians. Will Moy’s BBC Question Time piece ‘Will you point out when panellists are lying?’ is worth a read and his stories given a hearing.