As the saying goes, “The past is the teacher of the future.” In the modern era, Lenovo Liu Chuanzhi popularized the method and concept of resets, and Lenovo’s dominant position in China’s PC business once benefited from this habit. The U.S. army also made a name for itself in military warfare in the 1970s by means of AAR (After Action Review). Robin once said that “many people have a fixed mindset most of the time, so we need to maintain the growth mindset”, and repetition is exactly a manifestation of growth mindset, so we should avoid being fixed in the past. There are thousands of forms, but most of the internal logic is interlinked. This article will systematically comb the classic redisk process and experience for you. After reading this article, you can also become a master of reproduction.

The full text is 3018 words, and the expected reading time is 6 minutes.

First, what is the rematch

Replay is a go term that refers to the process of rearranging a game after a player has played it, looking for improvements. It is one of the most important forms of adult learning to learn from past experience and practical work, to help managers effectively summarize experience, enhance ability and improve performance. Among them, the most common rematch can be divided into four types, namely, individual rematch, team rematch, project rematch and operation and strategy rematch.

When it comes to practical work, the review has the following two functions: when facing new business and new subjects, the review can help us quickly find problems or summarize experience, find the blind spots or misunderstandings of existing ideas, and pool wisdom to find new breakthrough points; When faced with old business and mature business, recheck can promote optimization process, simplify ways, improve efficiency, and even find ∆, from 100 points to 120 points.

Two, how to do the recheck

2.1 Prepare well before meeting

1. Determine the subject of the recheck

High-value reproducing topics can focus on key points and improve the efficiency and effectiveness of reproducing. When deciding on a topic, I suggest “start with Why”. Clarify the original purpose and significance of the project, think about how it was decided at the beginning, and how the current situation is, analyze the most valuable review theme, ensure that the follow-up review process closely related to the theme, targeted.

2, determine the recheck personnel and groups

In organizing the review meeting, first of all, representative and project-related participants should be invited as closely as possible, especially senior managers, to ensure the effectiveness of the meeting; Secondly, the three key roles usually involved in the replay, namely, the facilitator, the questioner and the narrator, should be evenly distributed to each discussion group. In addition, active participants who have the ability to organize and guide the discussion and are good at summarizing should be selected as the group leaders to promote the smooth progress of the discussion.

3. Prepare materials

It is usually necessary to prepare reference materials related to objectives, processes and results before the meeting. These materials can be organized in the following two ways:

  • Scenario reconstruction method

The scenario reconstruction method generally constructs the scenario from three dimensions. Firstly, the information field is used to restore the situation of events or projects. The second is the thinking field, which aims to restore the thoughts and thinking at that time. Finally, emotional flow is used to restore the current mood, so that a more complete and comprehensive review of the project can be done.

  • The key point

After comprehensively collecting and sorting out data, it is necessary to confirm key points and propositions for discussion, focus on value and avoid divergence.

2.2 Ask questions during the meeting

The review is generally carried out in accordance with the four-step method of review, analysis, extraction and transformation. In the whole process, the review evaluation is the most important, mainly including the review objectives and evaluation results, the comparison between expected and actual income, the timeline description of the target completion, etc., should rely on data, avoid taking things for granted, and be real and objective. And the whole review process for the root cause of the exploration, experience, to avoid the point, should be landed in the action plan to serve for the next work. In this process, the common tools used are six Thinking Caps, World Cafe, Q10, target fork tree, fishbone diagram, etc., which will be discussed later.

2.3 Follow the landing after the meeting

The fundamental purpose of the review meeting is to guide the follow-up work practice, so it is very important to do a good job in tracking and ensuring the value landing. Generally, there are three steps:

  • The first step is to choose the suggestions to be adopted through mass voting or selection by the person in charge. Usually, no more than three improvement points should be adopted at the same time.

  • Second, make an action plan, including time, target and person to be responsible.

  • The third step is to track the landing of measures, real-time check and stage summary.

Three, the key to the success of the decision

3.1 The guide is the catalyst for the quality of the review

In the three types of roles involved in the replay, the facilitator is the key to the success of the replay. A good coach can help create and maintain a good communication environment, help the team clarify and focus on goals, turn conflicting opinions into constructive creations, improve the quality of the dialogue, and assist in the review and follow-up work. To do a good job of guiding, follow these steps:

Tips: When faced with complex meetings such as multiple teams or project review, the guide should consciously do a good job in the bottom line to ensure the smooth progress of the meeting. Ensure that the owner is unique and the deadline is available, follow up the check in real time, and make a landing evaluation, which is the key to effective recheck.

3.2 Skillfully use tools to make the replay more profound

  • Six thinking hats — Make the problem more comprehensive

Six Thinking Hats is a model for thinking things through, providing tools for “parallel thinking” and avoiding wasting time arguing with each other. The emphasis is on “what can be” rather than “what is.” It is about finding a way forward rather than arguing about who is right and who is wrong.

In the clarification process, we should put on a white hat and state objective facts and figures in a neutral and objective manner. When discussing problems, we need to put on hats in the order of red, yellow, black and green, and start from intuition. During the discussion, we need to discuss dialectically, considering both positive and negative, and stimulate people to put forward creative ideas. In the rule summary, we need blue hat, with a calm attitude to control the thinking.

  • World Cafe — Make discussion more efficient

Change World cafe is known as the “table of BBS”, is a common tool for group discussion, the essence of which is divided into several team members will, after group discussions, selected personnel on the table, the others table to rotate to other discussion, namely, “travel”, finally all return to the original group, communication are all the way, namely “return home”, The aim is to exchange the views of all participants in a more diverse and efficient way. You can usually follow these steps:

Step 1. Draw lots or pre-group

Step 2. Introduce yourself and choose a table length

Announce the topic and the first speech in the group (reference time: 15 minutes).

Take a trip (15 minutes *N)

Return home in glory (20 minutes)

  • Q10 approach — Make planning more practical

It is the key to improve efficiency to carry out review around really important problems. In order to find the most valuable problems, we usually put forward ten questions according to the four aspects of problem definition, cause analysis, plan formulation and plan implementation, namely the Q10 method.

  • Target branching tree – Makes target splitting easier

In the team and project review, the overall goal is usually large, so the target branch tree can be adopted to decompose the goal and form the child and parent standard or stage goal, which is convenient for the measurement and follow-up of the goal. The structure diagram is shown as follows:

  • Fishbone diagram — Make the cause of the problem more realistic

Fishbone diagram, also known as causality diagram or Ishikawa diagram, is an analysis method to find the “root cause” of problems. Its advantages lie in its simplicity, practicality, depth and intuition. The specific approach is: to analyze the problem in the fish head; The factors involved in the problem are completely exhausted and distributed to the fish body, that is, the formation of fish bone; Then carry on the brainstorm type analysis to each aspect factor, enumerate each kind of possible reason.

  • Benefit/Implementation difficulty matrix — Make your action plan more organized

The review meeting usually focuses on the most valuable improvement measures, and for value judgment, we generally measure by the two dimensions of high and low benefits and easy implementation. For those with small benefits and difficult implementation, we should give up decisively. For the benefit of large and easy to implement, to firmly grasp; What is difficult to implement regardless of the size of the benefits should be considered as a secondary priority.

Fourth, the construction of duplicate culture

The review process and tools belong to the hard logic of the review, but the truly effective review needs to build the thinking of the full review, that is, the soft culture.

Soft culture can be summarized as seven aspects: seeking truth from facts, open mind, candid expression, brainstorming, self-reflection, probing into the root, and focusing on action. This requires participants to have a full and thorough understanding of the purpose of the review, that is, the review is not for the sake of doing, but for the achievement of goals and benefits; Review is not a process of criticism, but to find problems and solve problems. Participants should fully trust each other, keep an open mind, an objective and neutral attitude, and avoid buck-passing and blaming others. Only a non-formal review meeting can make participants feel its value and give full play to the effectiveness of the review.

Attached: recheck detailed process reference

This author | C elder sister, overall responsible for MEG recommended strategy team project management mainly includes the introduction of project delivery, process standardization, checking, etc

Recruitment information

If you are interested in Baidu mobile ecology, please contact me and we will talk about N possibilities in the future face to face. Whether you are a backend, front-end, big data or an algorithm, there are several positions waiting for you here. Welcome to submit your resume. Please follow baidu Geek, a public account of the same name.

Recommended reading

Federated computing in Baidu stargazer practice

Baidu Love Fanfan and Servicemesh have to say the story

The invention relates to a system and method based on real time bit calculation

———- END ———-

Baidu said Geek

Baidu official technology public number online!

Technical dry goods, industry information, online salon, industry conference

Recruitment information · Internal push information · technical books · Baidu surrounding

Welcome to your attention