Facilitating LOS Debriefings:
A Training Manual

Lori K. McDonnell, Kimberly K. Jobe, R. Key Dismukes

NASA Ames Research Center

Appendix A

Organizing the Discussion: The C-A-L Model

The C-A-L Model incorporates three main concepts: CRM (C), Analysis and evaluation of LOS performance (A), and application to Line operations (L). This model provides a simple framework for crew discussion of each LOS situation or topic.

C-A-L Model for LOS Debriefings

C

CRM - Applying the company model

Use wallboards with list of CRM concepts.

+ Tie CRM concepts and techniques to operational issues.

Put CRM into practice.

+ Crew discussion of the LOS should be interactive.

 A

Analysis and Evaluation of LOS performance

Explicitly evaluate performance during the LOS-

+ How effective was management of the situation?

- What went well, and why?

- What could be improved, and how?

Interactively analyze the situation confronted.

+ What happened?

+ How was it managed (include CRM techniques utilized))?

+ Why it was managed that way?

 L

Line Operations - Applying lessons from LOS

Discuss how the LOS performance and associated CRM issues relate to line operations.

+ Discuss related line incidents that illustrate CRM issues.

+ Discuss how to apply LOS success to line operations.

Discuss how things could have been done differently.

+ What could have been done differently to improve the outcome in the LOS?

- What CRM techniques could have helped?

- How could you turn areas for improvement into strengths?

+ What can be done to prevent or manage similar situations on the line?

Appendix B

Guidelines for Facilitating LOS Debriefings

Facilitation Basics

Keep the discussion crew-centered.

Encourage crewmembers to participate actively and do most of the talking.

Adapt the level of facilitation you use to the capabilities of each crew.

Balance your dual role as instructor and facilitator.

Reinforce good crew performance following crew analysis.

Show by your attitude that you are interested in what the crewmembers have to say.

Don't lecture or make long speeches.

Don't interrupt or leave a topic while the crew still has something to say.

Use the highest level of facilitation possible to maximize crew self-discovery.

Adapt the level of facilitation to accommodate varying crew needs throughout the session.

The Introduction

Clarify your role as the instructor and detail your expectations for crew participation.

Provide a persuasive rationale for why the debriefing should be crew-centered.

Tell the crew how long the session will last.

Don't cut sessions short for high-performing crews.

Agenda and Format

Explain the format the debriefing will follow. Help the crew develop an agenda.

Ensure that all critical issues are covered

Use the C-A-L Model as a framework for discussion of each topic.

Facilitation Techniques

Use questions to promote in-depth crew participation.

Follow up on crew topics and redirect crew questions and comments back to them. ,/ Ask questions that begin with what, how, and why to encourage deeper discussion. V Encourage crewmembers to discover their own answers.

Make sure all crewmembers are fully drawn into the discussion.

Direct questions to quiet crewmembers.

Ask quiet crewmembers to comment on what other crewmembers said.

Avoid unwittingly hindering crew participation.

Don't answer for the crew when they don't immediately respond to your question.

Re-word questions rather than giving the answer.

Use active listening to encourage continued participation.

Use silence/pauses to elicit thoughtful crew responses.

Use of video

Index important events during the LOS.

Don't show video segments you don't intend to discuss.

Learn how to use the video equipment efficiently.

Introduce each video segment and remind the crew that they will analyze what they see.

Pause the video for comments and to discuss important aspects of crew performance.

Reinforcing CRM through crew interaction

Encourage crewmembers to address each other directly.

Ask crewmembers to discuss how they were affected by each other's actions.

Encourage crew to discuss what they were each thinking.

Eliciting in-depth analysis and evaluation

Don't give your analysis or evaluation before crew have completed theirs.

Get crew to talk about what went well.

Get crew to talk about what could be improved, and how.

Encourage crew to discuss how they might have handled things if they had not gone so well.

Push the crew to go beyond just describing what happened.

Ask follow-up questions that require in-depth analysis.

Ask crew to analyze why they made the decisions they made.

Get crew to discuss what they were thinking.

Encourage the crew to discuss the factors that enabled or their success.

Have the crew discuss how they can apply what they learned in the LOS during line operations.

Summary

Briefly summarize the debrief. Reiterate important issues and tie LOS events to line operations.

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