Debriefing - The Additional Stage

One of the central ideas behind knowledge management is to prevent errors from recurring. As long as knowledge is not managed, the only way to avoid repetition is by activating the memory of individuals in the organization at the right time and place. This is precisely where knowledge management comes in.

The debriefing process involves collecting data accumulated from a specific project or event, processing them, and creating new organizational knowledge based on these insights. A good debriefing is a discipline in itself, and we will not dwell on this in this overview. On one hand, we try to collect and process data according to a predetermined order to ensure systematic work and consideration of all aspects involved in the project/event being examined; on the other hand, we try to encourage people's creativity to create optimal conditions for generating new knowledge: understanding the real factors of success/failure and the lessons worthy of future implementation.

A good debriefing is a discipline in itself because it addresses organizational cultural aspects, which are essential for its success.

However, a good debriefing is not sufficient without an additional stage of lesson internalization. The conclusion of a debrief is typically the dissemination of lessons. Lessons are distributed via email or flyers or presented in a multi-participant meeting.

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