Learning reviews: turning project experience into change

What is a learning review?

A learning review is a short, structured discussion in which a team looks back at its own work to find what to keep and what to change. The best-known form is the after-action review, or AAR. The World Health Organization describes an AAR as a qualitative review of actions taken, based on structured, facilitated discussion among those who did the work. It looks at what was in place, what actually happened, what went well, what went less well, why, and how to improve.

The goal is not to judge people. It is to turn experience into practice. Many teams reflect informally, but without a method the lessons stay in people's heads and leave when staff leave.

When should you hold one?

IOM's manual on real-time learning says an AAR should happen as soon as possible after the activity, ideally within two weeks. Good moments include:

• after a large distribution, a training series or a community event;
• after setting up a response that faced many problems;
• after a pilot or a completed project component, to decide whether to continue or adjust;
• at the end of a project phase, before the next phase begins.

IOM guidance notes that an AAR is a light-touch approach and is not recommended for reviewing a complete, complex intervention, which needs more time and resources. For that, plan a larger review such as a midterm review or an evaluation.

What are the four questions?

IOM's manual describes four indicative questions for an AAR:

1. What was expected to happen? Compare what the team planned with the work plan and the targets.
2. What occurred? Agree the facts first, using records and dates.
3. What went well and what could have gone better, and why? Look for causes, not just symptoms.
4. What can be improved and how? End with practical actions.

The facilitator keeps the discussion neutral and objective, so that it stays focused on challenges, remains constructive and does not turn into self-justification.

How do you run one? Six steps

1. Define what you are reviewing. Pick a clear activity or period, and write a one-page note of the purpose and the questions.
2. Choose the participants. Include people who planned, delivered and supported the work. IOM guidance says diverse views are key and suggests including finance, procurement and human resources staff when relevant. Keep the group a size you can facilitate.
3. Choose a facilitator. Ideally someone who did not run the activity. This helps people speak openly.
4. Hold the discussion. Allow one to two hours for a small group. Set ground rules: respect, no blame, everyone speaks. Use a flipchart or shared document with the four questions as headings.
5. Write up the findings. Record the main points, the lessons and the actions in a short note. Use the format in the table below.
6. Share and follow up. Send the note to participants for comments, then to anyone who needs to act. Review actions at your next team meeting.

How do you keep the discussion safe and honest?

People speak openly when they feel safe. A few practices help:

• Focus on systems, not people. Ask "what made this hard?" rather than "who made the mistake?"
• Leaders speak last. Managers who speak first can silence others.
• Say what will be shared. If the note goes to a donor, tell participants beforehand.
• Protect sensitive information. Do not record security details or names of community members in a widely shared note.
• Keep it positive too. Record what went well, so that good practice is repeated.

How do you make sure lessons lead to change?

Many reviews end with a long list of lessons that nobody uses. To avoid this:

• Limit actions. Choose three to five actions that the team can really do.
• Give each action an owner and a date. No owner means no action.
• Check progress. Add "review actions" as the first point on the next team meeting agenda.
• Feed lessons into plans. Update the work plan, procedures or training. If the lesson applies to other teams, share it.
• Store lessons where people can find them. Keep a simple lessons log. Our guide on lessons learned that get used shows how to build one.

Learning also links to accountability. If communities raised problems, tell them what you changed. A complaints and feedback mechanism gives you a steady source of material for review.

How EMPO can help

EMPO is a trusted Yangon-based training and consultancy provider and one of Myanmar's leading names in practical training for NGOs and CSOs, with 1,200+ people trained and 15 partner organisations. We offer MEAL and facilitation training, in English and Burmese, online and in person across Myanmar. See our training services or contact us to plan a learning session for your team.

Sources

• Manual on Real-Time Learning and Performance Monitoring Review — IOM, 2023
• After Action Review — World Health Organization