Overview

Each incident and/or experience at work offers any personnel involved the opportunity to make mistakes, learn and apply any previous knowledge. When debriefs are facilitated effectively, individuals deliberate the effectiveness of their behaviour during/after the incident. This can involve considering the positive aspects, negative aspects as well as any improvement ideas to enhance future behaviour in similar contexts. Hence, the absence of debriefing means that those involved personnel can endure to continually make the same slip-ups. This is because they have not considered how their behaviour is ineffective and what can be done to improve it. Likewise, they have not considered how their behaviour is effective and how they should embed it within the foundations of their working behaviour.

While some organisations do engage in this act of debriefing, they often fall short of the next critical step which is knowledge sharing. The voluntary disclosure of information which relates to your skills and/or experiences or those relating to your team members is what is meant by knowledge sharing. Specifically, this act of knowledge sharing means that any lessons which are identified through the process of debriefing are then shared with other personnel. This becomes important because the process of debriefing alone offers nothing to those organisational members who were not physically present during the incident or the debriefing process. However, if knowledge regarding the incident and debrief are shared with others – they can also learn and develop as a result of the experiences which others have encountered. The act of sharing information with others means that others may learn something which they may have not already known. This means that others will be in a better position if/when they are faced with a similar situation. Accordingly, others will be able to react much faster and possibly avoid making the same mistakes again.

The act of knowledge sharing is a widely accepted constructive quality for organisations to possess. It has positively strong links with business improvement, business development as well as a significantly enhanced level of the quality of service on offer. Essentially, these features ultimately lead to improved organisational performance.

Overall, debriefing and knowledge sharing is important for individual and organisational development. Debriefing means that organisational personnel are aware of their failings and their past mistakes where improvement is necessitated. This means that the individuals within the organisation are more likely to address these issues and develop as a result of them being brought to their attention. Debriefing and knowledge sharing also allows the organisation to keep up to date with what is working well and consider what areas need improving or adapting. It also allows the organisation to develop in terms of innovation. As the organisation realises the unproductivity or damage of its existing approach - it can then be improved or a whole new approach can be introduced if required.

Please contact the SBT team to find out more.

 
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