text: After Action Reviews
  K-29. The facilitator then organizes the AAR using one of three techniques: chronological order of events,
  warfighting functions, or key events, themes, or issues. The chronological order of events technique is logical,
  structured, and easy to understand. It follows the flow of training from start to finish. By covering actions in
  the order they took place, Soldiers and leaders can better recall what happened. The warfighting functions
  technique structures the AAR using the warfighting functions. The AAR focuses on the warfighting functions
  and their associated systems (people, organizations, information, and processes) and links to the
  commander’s guidance and training objectives. Participants can identify strengths and weaknesses across all
  phases and can recommend solutions. This technique is useful in training staff sections. The last technique
  focuses on key events, themes, or issues. This technique focuses on critical training events, which directly
  support training objectives. This technique is effective when time is limited.
  Rehearsing
  K-30. Facilitators rehearse delivery of the AAR. They also rehearse with any supporting evaluators and
  observers as necessary. This rehearsal includes considering the possible questions or issues that participants
  may broach. Effective rehearsals include all the training resources that the actual AAR will use.
  STEP 2: EXECUTE
  K-31. The AAR begins when training activities stop, AAR preparation is complete, and key players assemble
  at the designated AAR site. The facilitator reviews the purpose and sequence of the AAR to ensure everyone
  understands why the AAR is conducted. The purpose of the AAR is for participants to discover strengths and
  weaknesses, propose solutions, and adopt actions to improve performance.
  Provide an Introduction and Rules
  K-32. First, the facilitator introduces everyone and requests the following:
  * Everyone participates if they have an insight, observation, or question that will help the unit
  identify and correct deficiencies or sustain strengths. The AAR is a dynamic, candid, and
  professional discussion of training that focuses on unit performance measured against the task
  standards (as expressed in the training and evaluation outline).
  * Participants avoid using the AAR as a critique. No one—regardless of rank, position, or strength
  of personality—has all the information or answers. AARs maximize training benefits by allowing
  Soldiers to learn from each other.
  * The AAR focuses on identifying weaknesses to improve and strengths to sustain.
  K-33. Soldier participation directly correlates to the atmosphere created during the introduction and
  command climate. The AAR leader makes a concerted effort to draw in Soldiers who seem reluctant to
  participate. The following guidance can help the facilitator create an atmosphere conducive to maximum
  participation:
  * Permit respectful disagreement.
  * Focus on learning and encourage people to give honest opinions.
  * Use open-ended and leading questions to guide the discussion of performance.
  * Enter the discussion only when necessary.
  State the Agenda
  K-34. The leader or evaluator states the AAR agenda. The leader or evaluator reviews the commander’s
  training objectives and restates the tasks reviewed, including conditions and standards for the tasks. Using
  tools—such as maps, operational graphics, terrain boards, sticks, and rocks—the commander or leader
  restates the mission, guidance, and concept of operations. The leader or evaluator may guide the discussion
  to ensure everyone understands the plan and the commander’s guidance. Another technique is to have
  subordinate leaders restate the mission and discuss the commander’s guidance and concept of operations.
  K-35. In a formal AAR, the OPFOR commander explains the OPFOR plan and actions. The OPFOR
  commander uses the same training aids as the friendly force commander, so that all participants understand
  the correlation between the plans.