Editing Debriefing (section)

==Efficacy and challenges==
Studies show that when done correctly, debriefs work; and teams that practice regular debriefing outperform teams who do not by about 25%.<ref>{{Cite journal|last1=Tannenbaum|first1=Scott I.|last2=Cerasoli|first2=Christopher P.|date=2012-06-04|title=Do Team and Individual Debriefs Enhance Performance? A Meta-Analysis|journal=Human Factors: The Journal of the Human Factors and Ergonomics Society|volume=55|issue=1|pages=231–245|doi=10.1177/0018720812448394|pmid=23516804|s2cid=22260709|issn=0018-7208}}</ref> This demonstrates how debriefing can put a team on the fast-track to practical and observed learning and ensure [[team effectiveness]].

A [[meta-analysis]] was performed<!-- by whom and when? --> to determine whether there is a consistent improvement in team effectiveness using debriefing techniques. Meta-analysis are statistical researching technique that include data from findings of all prior studies and are considered to be more reliable than findings that are derived from a single study. This one fully supports the idea that debriefing is a key component of successful project team management.

Debriefings are most effective when conducted interactively between the participants of the immersive activity and the assessment or observation personnel.<ref>{{citation |last1=Blanchard|first1=James W.|title=CADS Validation Statistical Report (Rev. 4)|publisher=US Navy}}</ref> Self-facilitated [[after action review]]s (AAR) or debriefings are common in small unit and crew activities, and in a training context are shown to improve [[Knowledge, Skills, and Abilities]] (KSAs) significantly when conducted formally using pre-defined measures of performance derived from front-end analysis. Debriefing organization can be based on linear or non-linear (or a combination of both) organization of markers used for recall. Typically the structure will use: Temporal, Spatial, Objective, and/or Performance derived markers to bring focus to a specific activity.

Teams in occupations and high-risk settings such as the healthcare field, emergency services like fire-fighting and policing, and military settings frequently use debriefing techniques for team learning and to avoid making costly mistakes. For example, in the health care field, it is important for a team of doctors to be high-performing in coming up with innovative solutions to health problems while maintaining the patients quality of life. Debriefings in the health care field are becoming increasingly popular and more widely used after claims of malpractice in emergency departments were reviewed and over 50 cases examined that showed how a high-performing team could have eliminated or mitigated major problems including death and impairments.<ref>{{Cite journal|last1=Risser|first1=Daniel T|last2=Rice|first2=Matthew M|last3=Salisbury|first3=Mary L|last4=Simon|first4=Robert|last5=Jay|first5=Gregory D|last6=Berns|first6=Scott D|date=September 1999|title=The Potential for Improved Teamwork to Reduce Medical Errors in the Emergency Department|journal=Annals of Emergency Medicine|volume=34|issue=3|pages=373–383|doi=10.1016/s0196-0644(99)70134-4|pmid=10459096|issn=0196-0644}}</ref>

Several examples of low-risk teams that can benefit from debriefing include: project teams, sports teams, production or manufacturing teams, and consultant teams.

=== Common challenges ===
Many leaders display all of the correct skills for successful leadership including interpersonal skills, technical competence, etc., but lack a very important skill which is the ability to effectively debrief and ensure continuous learning of their team.<ref>{{Cite journal|last1=Dismukes|first1=R. Key|last2=McDonnell|first2=Lori K.|last3=Jobe|first3=Kimberly K.|date=January 2000|title=Facilitating LOFT Debriefings: Instructor Techniques and Crew Participation|journal=The International Journal of Aviation Psychology|volume=10|issue=1|pages=35–57|doi=10.1207/s15327108ijap1001_3|s2cid=51739430|issn=1050-8414}}</ref> Without guidance or structure for an effective debriefing process, it is more likely that leaders will experience some of the common challenges that are found in debriefing.

Below are some ways to maximize team effectiveness, avoid the common challenges faced in debriefing, and maintain high team performance:

* Avoid discussing task work issues, and instead, focus on addressing teamwork issues. Teamwork is especially important when team members need to rely on each other for information or support to see the project through. A meta-analysis of teamwork processes found that teams that function effectively are more committed, believe they can succeed, and ultimately are about 25% more successful<ref>{{Cite journal |last1=LePine |first1=Jeffery A. |last2=Piccolo |first2=Ronald F. |last3=Jackson |first3=Christine L. |last4=Mathieu |first4=John E. |last5=Saul |first5=Jessica R. |title=A Meta-Analysis of Teamwork Processes: Tests of a Multidimensional Model and Relationships with Team Effectiveness Criteria |date=June 2008 |journal=Personnel Psychology |volume=61 |issue=2 |pages=273–307 |doi=10.1111/j.1744-6570.2008.00114.x |issn=0031-5826}}</ref> which supports why debrief sessions should include an examination of teamwork.
* Be sure to involve the team in discussions surrounding team effectiveness and allow the team to establish their own action plans. It is important to gather the perspective of the people who are most involved so that subsequent decisions are made with [[complete information]]. A study which discusses the key characteristics of effective and ineffective developmental interactions shows that interactions that allow someone to discover their own needs and come up with workable solutions are more effective than those where a leader tells the team what they need.<ref>{{Cite journal|last1=Eddy|first1=Erik R.|last2=D'Abate|first2=Caroline P.|last3=Tannenbaum|first3=Scott I.|last4=Givens-Skeaton|first4=Susan|last5=Robinson|first5=Greg|date=2006|title=Key characteristics of effective and ineffective developmental interactions|journal=Human Resource Development Quarterly|volume=17|issue=1|pages=59–84|doi=10.1002/hrdq.1161|issn=1044-8004|doi-access=free}}</ref> Leaders should perform participative debriefs and give their team members the opportunity to reflect, discuss, and share their own perspectives before providing direction.
* Debriefs should not only be effective but must be efficient as well. Teams can easily get into the weeds and spend valuable time discussing topics that can be taken offline or tabled for a later discussion. Spending too much time covering topics that do not add value to the project can discourage future participation in debriefs.