{"title":"A systematic review of technology in the after-action review (or debrief)","authors":"Nathanael L. Keiser","doi":"10.1177/20413866241245314","DOIUrl":null,"url":null,"abstract":"The after-action review (AAR), also termed debrief, is a training approach that commonly encompasses some form of technology, but technology is largely a tangential consideration, which serves as the impetus for this review. Based on a systematic review of 91 empirical studies (113 AARs), a variety of nuances are identified about (1) where in the AAR technology is used, and the (2) users, (3) type, and (4) use of that technology. Technology is indeed common to AARs, but typically relegated to either aid in the task performance episode (92%) or in the provision of task feedback (52%). More broadly, the findings from the present review reflect the inherent complexity of determining how best to use technology in AARs with little extant guidance. These findings are followed by a set of six recommendations that will ideally spur greater use of technology in AARs to address longstanding issues that attenuate its effectiveness.","PeriodicalId":46914,"journal":{"name":"Organizational Psychology Review","volume":null,"pages":null},"PeriodicalIF":3.9000,"publicationDate":"2024-04-17","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Organizational Psychology Review","FirstCategoryId":"102","ListUrlMain":"https://doi.org/10.1177/20413866241245314","RegionNum":1,"RegionCategory":"心理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
引用次数: 0
Abstract
The after-action review (AAR), also termed debrief, is a training approach that commonly encompasses some form of technology, but technology is largely a tangential consideration, which serves as the impetus for this review. Based on a systematic review of 91 empirical studies (113 AARs), a variety of nuances are identified about (1) where in the AAR technology is used, and the (2) users, (3) type, and (4) use of that technology. Technology is indeed common to AARs, but typically relegated to either aid in the task performance episode (92%) or in the provision of task feedback (52%). More broadly, the findings from the present review reflect the inherent complexity of determining how best to use technology in AARs with little extant guidance. These findings are followed by a set of six recommendations that will ideally spur greater use of technology in AARs to address longstanding issues that attenuate its effectiveness.
期刊介绍：
Organizational Psychology Review is a quarterly, peer-reviewed scholarly journal published by SAGE in partnership with the European Association of Work and Organizational Psychology. Organizational Psychology Review’s unique aim is to publish original conceptual work and meta-analyses in the field of organizational psychology (broadly defined to include applied psychology, industrial psychology, occupational psychology, organizational behavior, personnel psychology, and work psychology).Articles accepted for publication in Organizational Psychology Review will have the potential to have a major impact on research and practice in organizational psychology. They will offer analyses worth citing, worth following up on in primary research, and worth considering as a basis for applied managerial practice. As such, these should be contributions that move beyond straight forward reviews of the existing literature by developing new theory and insights. At the same time, however, they should be well-grounded in the state of the art and the empirical knowledge base, providing a good mix of a firm empirical and theoretical basis and exciting new ideas.
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