People & Strategy Spring 2018 Vol. 41 No. 2 - 50

members. You can predict what will happen next. Team memit can assist team leaders and other facilitators who would
bers lose interest in participating in future debriefs. So, a key
benefit from a little guidance and structure.
post-debrief step is to close the loop, checking to see if the team
Another tool, called the Synchronous Mobile Audio-visual
(or individuals) are living up to the agreements, and if so, assessRecording Technology Cart (SMART-Cart), was designed to
ing if they are working as intended. This increases the likelihood
facilitate video-assisted debriefing in a faster and more reliable
that changes occur and it reinforces that the debrief is a worthway than traditional delivery.12
while forum for speaking up. Sometimes useful feedback about
When debriefing occurs after a team training session (anprogress (or lack thereof) can be provided from the leader to
other useful time for conducting a debrief), participants can
watch their performance as a means
of promoting reflection and discussion. The SMART-Cart stores recorded
video of the trained simulation in a
Table 2
central server for remote viewing and
Quick Team Debrief Outline
reduces setup and take-down times.
This specific tool was developed for
1. Set the stage (30 to 60 seconds)
use as part of healthcare simulations,
* Explain why you are conducting a debrief and what the team will be discussing.
but it can be useful in other contexts;
* "This is a quick opportunity to learn from our experience. Let's look at how we handled
for instance, a facilitator of a corpothis [situation, project, event, meeting, shift]: what we did well or could improve."
rate team can show video footage
* "Let's consider how we worked as a team, in addition to any technical issues"
of their team training to highlight
* If there are any boundaries or "non-negotiables," let the team know what's off limits.
specific teamwork processes so that
participants can see, reflect upon, and
Basic assumption: "We're all competent and well intentioned people who want to do our
discuss how they can improve on-thebest. This is about getting better at what we do."
job. In general, video can be a useful
tool for team debriefs when the team
activity in question (e.g., a training
2. Ask the team for their observations (5-20 minutes)
simulation or perhaps a team meet* What happened?
ing), is amenable to video-recording,
* What did we do well? What challenges did we face?
and the team is willing to allocate the
* What should we do differently or focus on next time?
time to take a closer look at the way
* What could help us be more effective? Anything we need?
they handled the activity.
As technology advances, we envision
3. Add your observations/recommendations and confirm understanding (5-10 minutes)
more strategies to assist debriefing. For
* Reinforce their observations, or if you noticed something different, share your view of
example, there have been discussions
what happened or needs to happen in the future.
of mobile applications being developed
* Be sure any feedback you provide is clear, actionable, and focuses on the work, not
to help teams complete debriefing repersonal traits.
motely. This can benefit the debriefing
process by providing participants with
privacy to answer questions on their
4. Summarize any agreed-upon actions or focus for the future (5 minutes)
own and then displaying results for the
* Be clear about who will do what, when...and how this will help the team.
team to review as a whole.
* Specify when and how you will follow up to assess progress (e.g., next debrief?).

After a Debrief

An effective debrief can surface where
improvements are needed and the
plans to adopt. What happens after the
debrief will also influence its efficacy.
Best Practice 9: Boost accountability
and willingness to participate in future
debriefs by following up on agreements
and communicating progress. Let's
assume that team members were willing
to open up about their concerns and
that the team reached a few tangible
agreements during a debrief. But then
nothing happens, or at least nothing
happened that was visible to the team
50

PEOPLE + STRATEGY

Tip: Ask the team for their perceptions first. Then if possible, acknowledge one thing that you could
have done differently or that you will focus on in the future. This will make it easier for team members to
voice their own observations or concerns.
Tip: If the team doesn't discuss teamwork, ask "how well did we work together as a team?"
Perhaps ask one or two specific questions such as:
HOW WELL DID WE...
+ Communicate/share info
+ Monitor/provide backup
+ Coordinate with "outsiders"
+ Speak up/challenge one another
+ Ask for/offer help
+ Handle conflict
+ Share/allocate resources
+ Prepare/plan
Adapted from www.gOEbase.com. Permission granted.

HOW CLEAR WERE OUR...
+ Roles/assignments
+ Goals/priorities


http://www.gOEbase.com

Table of Contents for the Digital Edition of People & Strategy Spring 2018 Vol. 41 No. 2

From the Executive Editor
From the Guest Editor
Perspectives
Ignition Teams: Rising to the Challenges of Innovation
Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
Facilitating Trust and Communication in Virtual Teams
Building Entrepreneurial Teams: Talent, Social Capital, and Culture
Organizations That Get Teamwork Right
Team Development: The Power of Debriefing
The Rise of Digital Team Building
Executive Roundtable
In First Person
Linking Theory + Practice
Insight into Action
Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover1
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover2
People & Strategy Spring 2018 Vol. 41 No. 2 - 1
People & Strategy Spring 2018 Vol. 41 No. 2 - 2
People & Strategy Spring 2018 Vol. 41 No. 2 - 3
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Executive Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 5
People & Strategy Spring 2018 Vol. 41 No. 2 - From the Guest Editor
People & Strategy Spring 2018 Vol. 41 No. 2 - 7
People & Strategy Spring 2018 Vol. 41 No. 2 - Perspectives
People & Strategy Spring 2018 Vol. 41 No. 2 - 9
People & Strategy Spring 2018 Vol. 41 No. 2 - 10
People & Strategy Spring 2018 Vol. 41 No. 2 - 11
People & Strategy Spring 2018 Vol. 41 No. 2 - 12
People & Strategy Spring 2018 Vol. 41 No. 2 - 13
People & Strategy Spring 2018 Vol. 41 No. 2 - 14
People & Strategy Spring 2018 Vol. 41 No. 2 - 15
People & Strategy Spring 2018 Vol. 41 No. 2 - Ignition Teams: Rising to the Challenges of Innovation
People & Strategy Spring 2018 Vol. 41 No. 2 - 17
People & Strategy Spring 2018 Vol. 41 No. 2 - 18
People & Strategy Spring 2018 Vol. 41 No. 2 - 19
People & Strategy Spring 2018 Vol. 41 No. 2 - 20
People & Strategy Spring 2018 Vol. 41 No. 2 - 21
People & Strategy Spring 2018 Vol. 41 No. 2 - Challenge Accepted: Managing Polarities to Enhance Virtual Team Effectiveness
People & Strategy Spring 2018 Vol. 41 No. 2 - 23
People & Strategy Spring 2018 Vol. 41 No. 2 - 24
People & Strategy Spring 2018 Vol. 41 No. 2 - 25
People & Strategy Spring 2018 Vol. 41 No. 2 - 26
People & Strategy Spring 2018 Vol. 41 No. 2 - 27
People & Strategy Spring 2018 Vol. 41 No. 2 - 28
People & Strategy Spring 2018 Vol. 41 No. 2 - 29
People & Strategy Spring 2018 Vol. 41 No. 2 - Facilitating Trust and Communication in Virtual Teams
People & Strategy Spring 2018 Vol. 41 No. 2 - 31
People & Strategy Spring 2018 Vol. 41 No. 2 - 32
People & Strategy Spring 2018 Vol. 41 No. 2 - 33
People & Strategy Spring 2018 Vol. 41 No. 2 - 34
People & Strategy Spring 2018 Vol. 41 No. 2 - 35
People & Strategy Spring 2018 Vol. 41 No. 2 - Building Entrepreneurial Teams: Talent, Social Capital, and Culture
People & Strategy Spring 2018 Vol. 41 No. 2 - 37
People & Strategy Spring 2018 Vol. 41 No. 2 - 38
People & Strategy Spring 2018 Vol. 41 No. 2 - 39
People & Strategy Spring 2018 Vol. 41 No. 2 - 40
People & Strategy Spring 2018 Vol. 41 No. 2 - 41
People & Strategy Spring 2018 Vol. 41 No. 2 - Organizations That Get Teamwork Right
People & Strategy Spring 2018 Vol. 41 No. 2 - 43
People & Strategy Spring 2018 Vol. 41 No. 2 - 44
People & Strategy Spring 2018 Vol. 41 No. 2 - 45
People & Strategy Spring 2018 Vol. 41 No. 2 - Team Development: The Power of Debriefing
People & Strategy Spring 2018 Vol. 41 No. 2 - 47
People & Strategy Spring 2018 Vol. 41 No. 2 - 48
People & Strategy Spring 2018 Vol. 41 No. 2 - 49
People & Strategy Spring 2018 Vol. 41 No. 2 - 50
People & Strategy Spring 2018 Vol. 41 No. 2 - 51
People & Strategy Spring 2018 Vol. 41 No. 2 - The Rise of Digital Team Building
People & Strategy Spring 2018 Vol. 41 No. 2 - 53
People & Strategy Spring 2018 Vol. 41 No. 2 - 54
People & Strategy Spring 2018 Vol. 41 No. 2 - 55
People & Strategy Spring 2018 Vol. 41 No. 2 - Executive Roundtable
People & Strategy Spring 2018 Vol. 41 No. 2 - 57
People & Strategy Spring 2018 Vol. 41 No. 2 - 58
People & Strategy Spring 2018 Vol. 41 No. 2 - 59
People & Strategy Spring 2018 Vol. 41 No. 2 - 60
People & Strategy Spring 2018 Vol. 41 No. 2 - 61
People & Strategy Spring 2018 Vol. 41 No. 2 - In First Person
People & Strategy Spring 2018 Vol. 41 No. 2 - 63
People & Strategy Spring 2018 Vol. 41 No. 2 - 64
People & Strategy Spring 2018 Vol. 41 No. 2 - 65
People & Strategy Spring 2018 Vol. 41 No. 2 - Linking Theory + Practice
People & Strategy Spring 2018 Vol. 41 No. 2 - 67
People & Strategy Spring 2018 Vol. 41 No. 2 - 68
People & Strategy Spring 2018 Vol. 41 No. 2 - 69
People & Strategy Spring 2018 Vol. 41 No. 2 - Insight into Action
People & Strategy Spring 2018 Vol. 41 No. 2 - 71
People & Strategy Spring 2018 Vol. 41 No. 2 - Leadership Insights
People & Strategy Spring 2018 Vol. 41 No. 2 - 73
People & Strategy Spring 2018 Vol. 41 No. 2 - 74
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover3
People & Strategy Spring 2018 Vol. 41 No. 2 - Cover4
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