DON'T READ LESSONS LEARNED... TELL THEM
The biggest criticism of lessons learned that I have heard as a Lesson Learned Investigator and Deputy Chief Knowledge Officer is that "No one reads lessons learned." Although there is evidence, and it is well documented (*1), that people and project personnel do read these lessons, the criticism holds a duality—it is also valid. The reality is that many people do not read lessons learned.
Lessons learned are vital in any industry. They serve as the backbone of knowledge, guiding future actions and decisions. At NASA, documenting these lessons is a rigorous process. However, the mere act of documentation is not enough. The real value lies in reading, understanding, and integrating these lessons into everyday practice.
In Apollo 13, the mission manager famously said, "Failure is not an option." This statement underlined the high stakes of space missions. It also hinted at the ever-present risk of failure. At NASA, we recognize that failure is indeed an option. It is an option as long as it is documented and analyzed. This is how we transform failures into valuable lessons.
Yet, there is a gap. The documentation of lessons learned is extensive, but their dissemination is often lacking. Many industries do not take the time to share stories among their employees. Engineers, in particular, are less likely to engage in storytelling. This is a missed opportunity.
Storytelling is a powerful tool for sharing knowledge. It makes lessons more relatable and memorable. It transforms dry, technical details into compelling narratives. These narratives can engage the listener, making the lessons more impactful.
One way to share lessons is through regular team meetings. Instead of focusing solely on current tasks, allocate time to discuss past projects. Share what went right and what went wrong. Encourage team members to talk about their experiences. This fosters a culture of openness and continuous learning.
At JPL, we conducted a Project Manager's Meeting once a month. With the bribe of a provided lunch, the seniors would get together and talk about current issues. Always, at the end of the meeting, was a 15-minute presentation on lessons learned from a project. These short stories did much to share knowledge with the senior flight project management cadre.
Another approach is to create a repository of case studies. These should not just be technical reports but stories that capture the essence of the lessons learned. Include the challenges faced, the decisions made, and the outcomes. Make these case studies easily accessible to all employees.
Workshops and seminars can also be effective. These events provide a platform for interactive learning. Participants can engage in discussions, ask questions, and share their perspectives. This interactive approach helps in better retention of the lessons.
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Mentorship programs can play a crucial role as well. Experienced professionals can share their knowledge and experiences with newer employees. This one-on-one interaction can provide deep insights and foster a culture of learning.
Incorporating lessons learned into training programs is another strategy. Instead of generic training, use real-world examples from past projects. This makes the training more relevant and practical.
Digital tools can also aid in sharing lessons. Use intranet portals, discussion forums, and social media to facilitate knowledge sharing. Create videos and podcasts that tell the stories behind the lessons learned. These formats can reach a wider audience and make learning more engaging.
Finally, encourage a culture of continuous improvement. Make it clear that learning from past experiences is valued and rewarded. Recognize and celebrate those who contribute to the lessons learned repository. This reinforces the importance of this practice.
While documenting lessons learned is crucial, it is not sufficient. We must go beyond documentation and actively share these lessons. Storytelling, meetings, case studies, workshops, mentorship, training, digital tools, and a culture of continuous improvement are all ways to achieve this. By doing so, we ensure that the knowledge gained from past experiences is not lost but used to drive future success.
Remember, if you don't do it, your competitors will.
/s/ Charles White
Technical Fellow at Jet Propulsion Laboratory
3 个月I was very enthusiastic about lessons learned in the 90’s. I spent a few years on JPLs Lessons Learned committee. But as I repeatedly watched those lessons be ignored and forgotten I despaired of the whole process. Now I try to focus on communicating the stories behind those lessons when I can, but budgets, schedules, and politics often mean they can’t really be followed.
Spacecraft Avionics Manager with focus on On-board Data Handling and Electrical Systems
4 个月I think stories also have the side benefit of humanising the lessons - from "don't do x" to "as hard as you try things will go wrong and you will have to find a way to deal with that and learn from it".
National Operations Advisor at Fire and Emergency NZ
4 个月Yes! I agree Charles. Lets not also forget is a lesson is not learned until we can measure or see a change in process/culture/behaviour or whatever it is the lesson identified.
It is said that every FAA regulation has at least one dead body behind it. I’m sure that almost everything in the Design Principles has a story behind it as well (though hopefully no dead bodies). I know of some, like: every actuator should be reversible (Galileo HGA). But the stories aren’t in there. They should be, maybe in a volume 2. I would assert that a story is much more valuable than a terse, derived principle.
You need to lock Rob Manning in a room for a week and have him just tell stories. With a camera running. Maybe feed him every once in a while.