Effective lesson learning processes require skilled facilitators, cultural readiness, focus on professional discussions, transparency, and positive reinforcement for collective learning.

The 70:20:10 model describes the worker's learning process as well his/her learning methods and their affect on his/her learning:
10:Learning in an instructive environment such as a course or class (approximately 10% of the learning process).
20:Learning in a work environment with colleagues, sharing ideas and searching for information etc. (approximately 20% of the learning process)

During the lessons learning activity, the team members should invest in finding the causes for the gap between the organization's predictions and reality. It is customary to attempt to reach the root causes at this point. Root causes are defined as the basic causes that led to the situation debriefed. Preventing the root causes would in effect prevent the whole situation from happening.

Learning lessons in organizations is important for organizational learning. Lessons should be clear, accessible, and applicable recommendations. Assignments derived from lessons should be executed and monitored. Change should be a long-term plan for behavioral improvement. Implementing these components facilitates converting lessons into actions, driving continuous improvement in organizations.

Organizational forgetting refers to the loss of organizational knowledge and can harm an organization's ability to learn from mistakes and leverage successes. Retaining critical knowledge is vital for professional success, but the process is complex and challenging. Critical knowledge varies between organizations and can appear in any format. An expert knowledge retention process should focus on uncommon work processes, action strategy, decision-making, problem-solving, changes and development, milestones, and role switching. Proper execution of the retention process can lead to discovering the keys to success and failure and serve as a tool for lessons learned and insights.

The author shares their experience of returning to work after seven months of maternity leave, highlighting the lack of a structured process for returning employees. They discuss the importance of knowledge retention and organization for new and returning workers and suggest implementing a "return to work" procedure to manage organizational knowledge. The Wiig Model for Building and Using Knowledge is recommended, and tips are given for workers before and after leave. Ultimately, the author argues that effectively managing organizational knowledge will lead to increased efficiency and productivity.