Management of Lessons Learned by the NZDF

Section 1: Introduction

Introduction

1.1
This review examined how effectively lessons learned in the course of NZDF activities are being collated, analysed, resolved and shared.

1.2
Field work for this review was completed in February 2011.

Background

1.3
In 2003, a HQ NZDF Steering Group began development of lessons processes and culture for implementation across the NZDF. The Group’s work reached the stage of developing an information system user requirement before a parallel HQ JFNZ and the HQ NZDF Communication and Information Systems Branch project overtook it.

1.4
In September 2004, the Electronic Activity Reporting and Lessons Learned System (EARLLS) was introduced. EARLLS involved HQ JFNZ managing the collation, analysis and distribution of Navy, Army, Air Force, Joint and overseas experiences as lessons.

1.5
While initially focused, by way of a trial, on the conduct of operations and exercises, in December 2005 the coverage of EARLLS was widened to become a fully supported NZDF corporate application. CDF Directive 31/2005 Introduction of a Global Lessons Learned System to the NZDF outlined the policy that established EARLLS as the NZDF global lessons learned system covering the full range of NZDF activities. Activities were defined as operations, exercises and other activities (war games, trials, UN missions, Board/Court of Inquiry, courses, visits and conferences).

Lessons learned

Learning means changing your behaviour, or developing a new approach or new skill. Learning implies change; not the potential for change, possible change, or communicating the potential for change but actual change.¹

A Lesson Learned results from the implementation of a remedial action that produced an improved performance or increased capability.²

1.6
A useful explanation of lessons learned is provided by NATO:³

Lessons Learned is broadly used to describe people, things and activities related to the act of learning from experience to achieve improvements. The idea of lessons learned in an organisation is that through a formal approach to learning, individuals and the organisation can reduce the risk of repeating mistakes and improve the chance that successes are repeated. In the military context, this means reduced operational risk, lower cost and improved operational effectiveness.

Lessons can be derived from any activity. They are a product of operations, exercises, training and experiments. During the course of our activities most of us will recognise ways of doing things more easily or efficiently that can be passed on to our colleagues and successors to help them avoid problems and do even better than we did.

1.7
The NATO handbook describes two types of knowledge that are captured and exploited when creating a Lesson Learned:

Explicit knowledge - knowledge that has been documented. Explicit knowledge can lead to a Lesson Learned by the use of a lesson learned process and information sharing tools.
Tacit knowledge - knowledge that has not been documented but is still valuable. This type of knowledge is stored in a person’s head and can lead to a Lesson Learned when it is discussed and shared with others.

1.8
In the NZDF, lessons learned describes validating knowledge and experience derived from observations and study of military operations, exercises, activities and training, which may result in a change to NZDF equipment, training, doctrine, organisational structure, standard operational procedures, tactics, techniques and procedures, policies and most importantly a change in behaviour.⁴

1.9
Observations submitted for lessons learned purposes do not always result in change, in which case they remain as a lesson identified. As such, they may be important in reinforcing the merits of current standard operating procedures, tactics, techniques and procedures, equipment, training, doctrine, organisational structure or behaviour.

Scope and approach

1.10
A lessons learned process essentially involves the collection, analysis, decision making, actioning and sharing of information relating to an activity undertaken. Almost all activities can utilise this process effectively. The collection of data may be formal or informal, and the extent to which electronic systems are used will vary depending on the requirements of the process involved.

1.11
There are within the NZDF many activities, particularly at the functional level, that include a quality review and validation process and facilitate issue resolution, but do not utilise EARLLS. The most notable of these relate to logistics support, individual training, health and safety, security, and the NZDF project management framework. Boards/Courts of Inquiry activities also involve processes from which lessons are learned.

1.12
While much of this review has covered the utility of EARLLS and the operationally focussed lessons learned processes it facilitates, consideration was also given to other such processes with a view to ascertaining whether either these could be fully incorporated into EARLLS, or have formal links with EARLLS developed, to maximise the NZDF’s intent to share information.

1.13
Within this context of lessons learned, our expectations were that:

there is clearly defined and effective strategic policy and guidance on identification, collection, analysis and management of lessons learned;
there are effective processes and systems for gathering, analysing and sharing individual knowledge and organisational experience for future use;
data gathered is being analysed and validated to form lessons learned; and
lessons learned lead to changes that result in improved military or business practice.

The Lessons Learned Handbook: Practical approaches to learning from experience by Nick Milton.
NATO, Joint Analysis and Lessons Learned Centre, The NATO Lessons Learned Handbook, 2010.
Ibid, Introduction.
CDF Directive 31/2005 Introduction of a Global Lessons Learned System to the NZDF. NZDF 31000/5/DSC dated 16 December 2005.