Debriefing – Discover and Define

What is organisational debriefing?

Why should I consider doing it?

The importance of using a “Double-Diamond” approach


DICOVER is divergent
Keep the data collection tools simple – and focused

We will take you and your organisation through three key steps:

1. We provide documents, guidelines, and advice to support the recording and collection of “individual reflections”. For the set price engagement, this can be for up to twenty-five (25) participants of your choice.

2. We will then group the reflections received (usually within a seven-day time limit), into “like with like – issues of significance” (example below).

3. Our analysis and review of the collated reflections will then be presented as a report to you, recommending how to move from the DISCOVER phase to the DEFINE phase.

To support organisations adjusting to recent disaster impacts we have made 20 discounted packages available.

Phase 2 DEFINE

The last piece of the “DEFINE” step is done “in house”, and at your own pace, by you.

Why? Because it often involves issues of confidentiality which are also often sensitive.

DEFINE is convergent

Using a framework as a heuristic device, we will attribute the reflections to the most appropriate part of the framework being used. This will strategically highlight where potential improvements ought to be considered.

It is importantthe frameworks used as prompts and the collation of ideas are easy to understand

It is suggested you do this finalizing implementation work collaboratively – using a “nominal group” technique of up to two feedback cycles and edits – where stakeholders validate and prioritize the opportunities of significance (initially provided as grouped issues in the report). This step can be a straightforward and transparent process using a modified nominal group technique (such as “dots” / or affinity diagrams).

Ultimately, which directions you take and how far you go in those directions will reflect your values.

Managers – especially those responsible for “critical activities” (from a business continuity perspective) – can then build on this validation and ranking work to develop draft action plans to implement the improvement opportunities (again, using simple plans which focus on ‘what needs to be done, why, by whom, how and by when’). The approved plans can then be considered for possible transfer to the organization’s strategic or corporate plan.