Issue link: http://read.uberflip.com/i/68817
After-Action Reviews and Law Firms: You're in the Army Now! as the partner's perspective about the alternative fee arrangement or the associate's take on the search strategy. However, recognizing that this egalitarian discussion may be somewhat aspirational, it may be valuable to have respective personnel meet ahead of time, and then one member of that group represent them in the AAR. For example, one associate could participate in the formal AAR and instead of saying "I think," which might make her nervous, she could say, "When the associates discussed this issue, we thought… ." Formal AARs Follow PPCF The suggested format for a formal AAR is fairly straightforward. It can be summarized as Plan, Prepare, Conduct and Follow Up. Here are the steps you should take: Step 1: Plan for a specific location and start time for the AAR. Have each group involved determine which team member will represent them at the AAR. Step 2: Prepare to have some way for matter team members to record their thoughts (e.g., butcher block paper, dry erase board or computer). Have someone take notes and, for a large matter, consider recording the session. If conducted over WebEx or similar technology system, record it. This recording can be tagged, indexed and then made available on the practice group/matter team page. Step 3: Once everyone is present, the facilitator should begin to conduct the AAR by briefly reviewing the matter and telling everyone what is supposed to happen. Step 4: Through open-ended questions, the facilitator reviews what actually happened. This can be done either chronologically or by key events. Step 5: The facilitator will help identify what went right, again asking open-ended questions. What went according to plan? What do you want to sustain or maintain? Step 6: Through open-ended questions, the facilitator will identify shortcomings. What went wrong? Ask the attorneys and administrative staff for their opinions, and don't be afraid of the answers. Everyone's input counts. An AAR is not a critique. No one, regardless of their position on the matter team, has all the information or answers. Step 7: With open-ended questions, identify what could have been done better. What could the matter team, the administrative staff, etc. have done differently to achieve success? And ask what the practice group will do differently in the future? Step 8: Have the facilitator summarize the key points made. Step 9: Adjourn the AAR and publish the results in a memorandum. Post the AAR to the firm's document management system in order to be indexed and made searchable through the firm's enterprise search engine. Step 10: Follow up on any action items and key points made during the AAR. An Experience That Benefits the Firm The learning derived from an AAR isn't only for that matter team, but for the entire firm. It's important to use the AAR results. If there is a problem, fix it. If additional training is necessary, conduct it. If a procedure needs to be changed, do it. When used correctly, the AAR becomes a truly powerful performance improvement tool, which can generate huge dividends, including profits! The AAR Is NOT: • A critique or complaint session • A full-scale evaluation • A cure for all problems The AAR Is Effective When: • Partners support it • It is done "on the spot" and when the matter closes • Participants agree to be honest ILTA White Paper 69