Editing Debriefing (section)

=== 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.