Master the After Action Review (AAR) to improve the outcome of any personal or professional activity. From the beginning of time, humans have survived and thrived by learning from their experiences - both good and bad - and then tweaked their actions for better results next time. This continual quest for improvement stems from the difference between "what was" and "what could be." Even if we're not consciously aware of it, we're constantly seeking improvement in this very same way. If we turn to this analysis in a more intentional and methodical way, with an eye towards continuous improvement (CI), then next time around the outcomes can be more rewarding and desirable. After Action Review (AAR) is a continuous improvement approach for reflecting on the work of a group or team. Learn how to apply both informal and formal AAR approaches. Along with a complete walkthrough, the book includes resources and materials you can use in your work right now. For example, the Group Insights template will help you distinguish "likes" from "wishes," and the Planning Template will show you how to optimize the time spent during the AAR. Chapter 1 covers basic facilitation skills needed to conduct an AAR including active listening, questioning, information gathering and analysis, public speaking, presenting, intervening, and managing group dynamics. Chapter 2 explains the AAR in detail including its value proposition and frameworks. Chapter 3 explores the informal AAR and Chapter 4 the formal AAR.

This first volume to analyze the science of meetings offers a unique perspective on an integral part of contemporary work life. More than just a tool for improving individual and organizational effectiveness and well-being, meetings provide a window into the very essence of organizations and employees' experiences with the organization. The average employee attends at least three meetings per week and managers spend the majority of their time in meetings. Meetings can raise individuals, teams, and organizations to tremendous levels of achievement. However, they can also undermine effectiveness and well-being. The Cambridge Handbook of Meeting Science assembles leading authors in industrial and organizational psychology, management, marketing, organizational behavior, anthropology, sociology, and communication to explore the meeting itself, including pre-meeting activities and post-meeting activities. It provides a comprehensive overview of research in the field and will serve as an invaluable starting point for scholars who seek to understand and improve meetings.

Are you satisfied with the way your company responds to IT incidents? How prepared is your response team to handle critical, time-sensitive events such as service disruptions and security breaches? IT professionals looking for effective response models have successfully adopted the Incident Management System (IMS) used by firefighters throughout the US. This practical book shows you how to apply the same response methodology to your own IT operation. You’ll learn how IMS best practices for leading people and managing time apply directly to IT incidents where the stakes are high and outcomes are uncertain. This book provides use cases of some of the largest (and smallest) IT operations teams in the world. There is a better way to respond. You just found it. Assess your IT incident response with the PROCESS programmatic evaluation tool Get an overview of the IMS all-hazard, all-risk framework Understand the responsibilities of the Incident Commander Form a unified command structure for events that affect multiple business units Systematically evaluate what broke and how the incident team responded

Most managers today understand the value of building a learning organization. Their goal is to leverage knowledge and make it a key corporate asset, yet they remain uncertain about how best to get started. What they lack are guidelines and tools that transform abstract theory—the learning organization as an ideal—into hands-on implementation. For the first time in Learning in Action, David Garvin helps managers make the leap from theory to proven practice. Garvin argues that at the heart of organizational learning lies a set of processes that can be designed, deployed, and led. He starts by describing the basic steps in every learning process—acquiring, interpreting, and applying knowledge—then examines the critical challenges facing managers at each of these stages and the various ways the challenges can be met. Drawing on decades of scholarship and a wealth of examples from a wide range of fields, Garvin next introduces three modes of learning—intelligence gathering, experience, and experimentation—and shows how each mode is most effectively deployed. These approaches are brought to life in complete, richly detailed case studies of learning in action at organizations such as Xerox, L. L. Bean, the U. S. Army, and GE. The book concludes with a discussion of the leadership role that senior executives must play to make learning a day-to-day reality in their organizations.

"ACRP Synthesis 72: Tabletop and Full-Scale Emergency Exercises for General Aviation, Non-Hub, and Small Hub Airports provides small airports with the tools and practices needed to practice emergency response. The report provides sample exercise tools and plans, a checklist of effective practices for tabletop and full-scale emergency exercises, and a road map for developing an effective exercise program."--Publisher's description.

Market_Desc: · Chief Knowledge Officers· Managers· Executives· Team Leaders About The Book: Learning to Fly, 2nd Edition is a timely new edition of the best-selling knowledge management book. It gives the latest thinking on how to put theory into practice, sharing the tools used and the experience and insights gained by two leading knowledge management practitioners. Not only does it include the ground-breaking information and feedback from the 1st Edition, but incorporates new material on implementation and best practice, including a CD-ROM with KM tools and exercises.

The 2009 H1N1 pandemic tested the limits of the public health emergency preparedness systems in the US and abroad. The successes and failures from this pandemic remain relevant, particularly as pathogens like MER-CoV and Ebola continue to proliferate. As the world's population continues to travel farther and with more frequency than ever before, the lessons of 2009 stand as important touchstones for future public health infrastructures and interventions. The Public Health Response to 2009 H1N1: A Systems Perspective draws lessons from the public health system's response to the influenza pandemic, offering a collection of chapters that are highly relevant to all public health emergencies. Not simply a historical case study, this analysis employs a systems perspective that encompasses both government health agencies and community-based entities such as care providers, schools, and media. The chapters demonstrate rigorous qualitative research approaches that can be used to analyze public health system responses to both pathogens and a wide variety of other public health emergencies. With contributions from a broad panel of experts, the book will be useful for anyone seeking to learn from pH1N1 and to see public health systems in current, specific contexts. The Public Health Response to 2009 H1N1 draws important insights from this global event and will help improve public health emergency preparedness systems for future pandemics.