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I consider social welfare an impact factor in lacking education of future generations rooted in their families, from both mothers and fathers. Lack of stable jobs, costly health services, lack of meritocracy in public calls cause lack of optimism and motivation to bring the needed critical education that forms future citizens, rather than future technicians. 

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I consider social welfare an impact factor in lacking education of future generations rooted in their families, from both mothers and fathers. Lack of stable jobs, costly health services, lack of meritocracy in public calls cause lack of optimism and motivation to bring the needed critical education that forms future citizens, rather than future technicians. 

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Identifying lessons and not learning them

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Identifying lessons and not learning them

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Many times similar events happen and the same lessons are identified but not acte dupon and then repeated.

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Nevertheless, a brain does not become more open, more deep or more full depending on your gender. Positive discrimination is not a factor of change in polarized contexts of political militantism.

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Nevertheless, a brain does not become more open, more deep or more full depending on your gender. Positive discrimination is not a factor of change in polarized contexts of political militantism.

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I like Dag`s honest reflection on reality against wishful thinking of the high management.

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The platform for open dialogue, sharing of ideas, disagreements, exposing actions even among adversaries ex Russia vs. US, Azerb.vs.Armen, Turkey vs. Armenia

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We usually know our partners and their strengths. It help to find better solutions for capacity building. But we also have to need to know their weaknesses.

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In the UK we have the saying the the Queen thinks the world smells of new paint!

It is common for staff to tell senior leaders what they think they want to hear and also for senior staff to base assumptions on what they believe what the outcomes should be. Achieving a common truth is a challenge.

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- Psychological aspects (being responsible, fear for the positions)
-depersonalize failures and avoid blame
- investigate immediately, while everybody can explain what and how happened

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In a multigovernmental org. reforms are slowly and they need broad consensus. Various interests, sometimes (purposefully) lead to the slowness of reforms to make strategic decisions irrelevant. However, learning and changing is constantly imbedded in our work, once the agreements is found. ex. monitoring missions in Eastern Ukriane, open sky

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Albania is actually a global leadership for women in government: 12 women vs 4 men (75% female). This is supposed to fulfill gender equity (quantitative quotas) through gender equality (a challenging culture). Even if women empowerment was quite impressive during Communism dictatorship.

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Albania is actually a global leadership for women in government: 12 women vs 4 men (75% female). This is supposed to fulfill gender equity (quantitative quotas) through gender equality (a challenging culture). Even if women empowerment was quite impressive during Communism dictatorship.

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Having a Feminist International Policy is a great opportunity to promote gender perspective in development cooperation. However, the tendency is to misinterpret the gender equality dimension and forgetting to consider men and boys in some programs' gender analysis for integration.

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Learn more not only from your/other failures, but also from success (your/other - that can relax your organization and not to get prepared for next crisis)

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I was told some years ago that if an organisation does little or nothing to change following a major incident then it is one to avoid. I have to say I have found this to be true!

If you don't learn and improve you are doomed to repeat.

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As David Snowden said, the problems should not handle and tackle directly (as we do not with teenagers as well), but institutional capacity of leaders and their organizations to learn is low.

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Senior mgmnt often beleive that their reforms have truly worked, due to filtering and over-positive reporting. How to ensure that the reforms actually have a positive and clear impact on the organisation. And, while we 're there, how to ensure that the reporting is honest? To acheive this, the entire culture needs to be adressed...

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One can point out all obstacles highlighted in the video in different situations, following different crises. Main ones include:
1. Urgencies are a common obstacle to learning in my organization. Very short deadlines to often multifaced issues that cannot be addressed in the same way across different geographic contexts in development cooperation. This leads to overgeneralization of what shouldn't.
2. urgencies also generate very superficial learning from which no lesson can be drawn for organizational improvement - gaps with cascading re-inventing the wheels.

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The news cycle drives the media so we transition through the 3 Ms - mayhem, mastermind and manhunt: trying to understand whats going on, second guessing leaders and then trying to find fault. This impacts organisations thinking as they consider brand, image and reputation at both the individual level but also organisational level, this impacts the capability to learn due to external pressures.

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When carrying out debriefs ensure there are boundaries for the invited participants to consider e.g. cost, time frames, gender impact, public acceptance.

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Have to avoid the "go it alone" method, despite it can sometimes save time

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When it comes to obstacle, I would say that for my organisation the main factor to slow down changes in a learning and changing logic is people s resistance to change unless it is something that cannot continue anymore in an altered form.
Refering strictly to my consular activity and its implications, there is big pressure on us to make sure the citizens are protected and their rights respected. This is the perspective that sometimes forces us to act on some matters that, left unattended, might create public debate and media scrutiny and criticism.
This can be both good and bad, because media presure might work both way, to stimulate progress and change where is an obvious mallfunctioning procedure, but can also lead to rigid approach and resistance to change.
The political factor, through the dedicated diaspora members of the parliament for our citizens abrod is another big potentially both obstacle and opportunity factor for reform and change in our consular work.

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How to manange the political thinking, if you have been focussing on resolving acute problems instead of looking good?

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Different government agencies, based on their area of competence, assess crisis situations differently. Problems, processes and systems of complexities are considered in fragments, without understanding of  general context and potential outcomes. The consequences of this are gaps in documentation, the duration and inefficiency of management decisions, the process-outcome mismatches etc.

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Rise the governmental capacity to reform in different crisis situations based on:

development of leadership and organizational culture;

increasing learning capacities of top / middle management and other personnel (experience, explanation and competence learning within the leadership / crisis management educational programs);

comprehensive analysis and evaluation of all documented actions to create the agenda for reforms (determining the causes of a crisis, assessing the strength and weaknesses of the responses to it (after / during the action reviews); reports evaluation; domestic and international comparisons, benchmarking)

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We have lessons learned training, processes and procedures in place as well as a Joint Analysis and Lessons Learned Centre.

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Reluctance to spend time on crises/events that are 'over' and the push to look at new initiatives/potential success stories.

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Often we have just identified lessons but not 'learned' them.

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The need for consensus on 'lessons learned' makes it very difficult to agree on these.

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- Everyone is happy and relieved that the crisis is over and wants to forget the problems as soon as possible
- In larger crises, with involvement of larger number of involved organizations, may be difficult to cooperate, different working ethics, different working cultures, etc.
- In smaller crises one would think that there could be no learning curve / possibility, so no point to investigate

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- Strategic decision makers are willing to learn
- Strategic leadership is looking forward to improve the processes
- Usage of body cameras
- Possibility to upgrade / improve / introduce tactics and working apporaches

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Major opportunities relate to cases that put the corporate/country reputation in jeopardize such as:
1. Focussed events: BLM, Indig. children; directly linked to accountability pressures
2. Most crises have extraordinary resources for learning for individuals but low remediation efforts at organizational level.
3. Attention cycles: renewal of policies and strategies at corporate or focus-country levels.

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1. Time constraints - less time for a reaction but also a strong push to make the needed changes now.
2. Constraints in resources - bad news but also a chance to prioritize where and how to use them so to achieve your goals.
3. Meeting pros and cons - there are bias thoughts and proposals fighting each other but on the other hand, they broaden our perspectives and give us a chance to see the whole picture and to prepare arguments in favour of our final decision.

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1. Put new ideas and "modus operandi" into practice.
2. Make the team more consistent and willing to preserve the main values of the organization.
3. Get better performance into the day-to-day work.
4. Gain confidence that "we can make it".
5. Plead for more resources and taking more responsibilities within the big organization.

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1. My organization depends on the policy of the Ministry of interior and has a few options for autonomic manoeuvres - in strong hierarchical systems a specified part should fight for its exclusive competencies in certain spheres, e. g. providing professional education, fighting cybercrime, maintaining the public order.
2. To find advocates of your reformist policies.
3. To ensure the needed resources for the ongoing changes.

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HROs have found mechanisms to overcome conservation tendencies that prohibit double loop learning and have built enabling cultures that value risk identification.  While striving to implement HRO practices, the critical factors for reform presented in the text could be useful to devise tactics. Incorporating inevitability, annoyance, political survival and alignment with the political and societal conceptions of future, particularly related to climate change risks/needs, into reform arguments may prove useful to overcome the tendency to protect the status quo.

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Cannibalization of resources that should be dedicated to scribing decisions, capturing lessons learned frequently occurs. the focus is on observing after the fact, rather than making observations and learning from them in the midst of crisis. In the context of a prolonged crisis like COVID, the lessons are so numerous and distributed over such a long horizon, that catching up is very difficult. Yet, the crisis response demanded that resources be prioritized. In the absence of clear policy, doctrine and practice to identify and protect resources for the purpose of capturing lessons, this task is hard to accomplish.  At the outset of a slow build crisis, crisis professionals may see what is coming, yet seniors may be hesitant to stand up crisis management processes early as they don't want to over-react. development of new policy, endorsed by leaders, together with departmental capacity building in documenting, capturing and analyzing lessons learned will be important to continue to pursue in order to take advantage of the learning gems that present themselves during crisis response.

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Change requires enlightened leadership and a permissive culture. The paradox is that there is a recognition of the need for change, it is desired, yet as noted, as a rule, hierarchies do not confer authority on those that seek change modus operandi as it constitutes a threat to existing ways of thinking and structure.  Resolving the tension between these two points indicates the need for a possible restructure, which is considered a higher risk reformist measure and not necessarily advisable. Yet with structural barriers to collaboration, decision making, and most importantly senior leadership support, incremental measures may not be enough to effect the change needed in increasingly  shortened time horizon between crises. Crisis management practitioners need to be hierarchically aligned to be effective and enabled to institute useful measures such as expert teams of red teamers which challenge the status quo way of thinking. While there are obstacles to building organizational culture and structure, the payoff is significant.

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Potentially both obstacle and opportunity

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Potentially both obstacle and opportunity

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Potentially both obstacle and opportunity

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Potentially both obstacle and opportunity

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- Smaller crises can occur on a daily basis  (may be not enough time, but a lot of different ways / cases to learn)