AAR, or After Action Review, is a post-activity review process focused on learning from the real-world experience of carrying out an activity or project. Its objective is to extract lessons learned from both the successes and failures of the work, and to use the resulting data and feedback to improve and develop future working methods. The AAR process provides an opportunity for all stakeholders to constructively exchange ideas, analyze what was done well, what could be improved, and how to execute the work more efficiently. It is considered a crucial tool for continuous organizational development and quality improvement.
The After Action Review (AAR) originated in the United States Army's operations. It was designed to allow junior officers to question senior officers, fostering a culture of shared learning among members at all levels within the unit. This process has since been integrated into Leadership Training within the US military.
To create a platform for receiving feedback, promoting evaluation and unity within the unit.
To establish a clear method for promoting learning in daily work life.
AAR is therefore an important tool that enables teams to analyze performance outcomes, extract lessons from both successes and mistakes, and continuously improve future work.
What was our plan? – Review the original plan (e.g., the plan for writing the SAR - Self-Assessment Report mentioned in the original Thai text, goals, and working methods from the past cycle).
What did we actually do? – Collect the actual performance results, problems encountered, and experiences from the implementers.
What did we do well? – Identify strengths or Good Practices that should be maintained.
What should we improve, and how will we improve it? – Analyze the causes of problems and propose solutions for future development.
After Action Review helps to clearly identify important knowledge or experience (Tacit Knowledge) during the time a project or activity is in progress. This process allows the team to capture this knowledge before team members disperse or before the experiences and stories fade away when members move on to other tasks. AAR is thus a crucial instrument for retaining and transferring deep knowledge that is often hidden in the thoughts and experiences of the practitioners, helping this knowledge to be used effectively to improve future work.
An After Action Review should be conducted in an informal atmosphere so that team members feel relaxed and are comfortable expressing their opinions directly. Everyone has equal rights to exchange opinions, and the meeting should be open, straightforward, and friendly. The AAR process is not about finding fault or blaming anyone but focuses on analyzing the causes of problems and finding solutions so that the lessons learned can be effectively applied to future work development.
The core idea is to learn promptly from what was done well and from mistakes, and to apply these lessons to future operations. This process ensures that the experience and deep knowledge generated during the project are captured and disseminated to all relevant team members, allowing everyone to learn together and develop more effective working practices.
All members involved in the activity or project, both internal and external to the organization (as appropriate), participate in the AAR meeting.
The Facilitator (Khun Eua), or the meeting conductor, is responsible for managing and stimulating the exchange of ideas.
The Historian (Khun Likhit), is the person responsible for recording key information from the discussion.
Notebooks or documents for jotting down comments.
Phones for communication or recording audio.
Other media such as whiteboards, flip charts, or computers.
A meeting room or suitable space for holding the meeting, allowing all members to easily exchange ideas.
Acknowledgements: Information courtesy of the After Action Review (AAR) training for the development and enhancement of the knowledge management process, by Dr. Boondee Boonyakij and Porntip Kanjananiyat, on September 22, 2568 (2025) at E-Park Building, Mae Fah Luang University, Chiang Rai Province.
