After-Action Review During This Pandemic: Key Components to Shaping Culture

Past Event
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Session Focus: After Action Review for Culture Shaping After Action Review (AAR) is a powerful tool for organizational and leadership development. What lessons have we learned that will help us shape 2021’s culture. How vital is Psychological Safety when executing continuous improvement strategies? Due to the fast-paced Covid-19 pandemic that has created workplace change, please join us to connect, contribute, and learn together. To help us get started, given the “hard reset” the pandemic has given us, how might we re-imagine our corporate culture that does not go back to what was, but rather a better approach? Think well-being, education, politics, publishing, transportation, etc.

We can share examples of visible and invisible culture. During this interactive discussion, we can start planning for 2021.

 
Hindsight Insight Foresight (Source: meetingmagic.co.uk)

Conducting after-action reviews is a powerful tool for organizational and leadership development.

But what exactly is an after-action review? Simply put, it’s an organized process intended to capture operational lessons-learned in three main categories. First, what was supposed to happen? Second, what did happen? And third, what do we need to sustain or improve for future operations? While not incredibly complex, after-action reviews are more than just a post-game huddle or a narrative retelling of the operation. The intent of the action-action is to “operationalize” the key lessons from an event so that they can be intentionally applied to the next.
This Learning Circle - Culture Shaping is produced by Executive Learning Exchange. If possible, please plan to log in a few minutes early to make sure you have the Zoom plug-in loaded on your computer, and your headset/mic is working correctly.
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Michael Grubich
President & Chief Talent Officer @ LAK GroupLAK Group
LAK Group

About Michael Grubich

Michael is a seasoned Human Resources executive with more than 25 years of global leadership experience. He provides strategic leadership regarding all talent solutions and initiatives which enhance the performance of organizations, individuals, teams and leaders. Proactive, results-oriented with solid planning and organizational skills demonstrated in coordinating all aspects of strategic human resources from inception through completion.

Kery Mortenson
Sr. Manager Corporate QualityBaxter
Baxter

About Kery Mortenson

Kery Mortenson is a highly skilled, creative learning leader with +25 years in global health care organizations. He believes people can be the organizations greatest competitive advantage.

Teresa Oliszewicz
Senior Director, Organizational & Talent DevelopmentNational University
National University

About Teresa Oliszewicz

Versatile, experienced organizational development leader with a proven record of accomplishments in companies ranging from 3,700 to 35,000 employees. Effective internal consultant in matrixed, complex, fast-paced, and changing competitive environments. A trusted partner with an engaging, inclusive style that supports the effective resolution of business issues. Experienced people leader of both direct and indirect reports. Proven experience with enterprise-wide projects and working with all levels of staff, from front-line to senior level.

About Dirk Tussing

PASSIONATE COLLABORATOR with an extensive business and charity network that makes things happen.

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