Professional Documents
Culture Documents
Olivier Serrat
2010
The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.
How do you react in the face of the unexpected? How can you prepare if you cannot predict?
And yet, there are: evidently, some behaviors contribute to the success or failure of individualsand organizationsin specific situations.
If history repeats itself, and the unexpected always happens, how incapable must Man be of learning from experience. George Bernard Shaw
Of Critical Incidents
A critical incident need not be spectacular: it suffices that it should hold significance. As such, at the individual level, it can be events or circumstances that made one stop and think, perhaps revisit one's assumptions, or impacted one's personal and professional learning. At the collective level, it can be a systemic problem from organizational maladaptation, or an issue arising from differences among stakeholders.
In short, an incident may be defined as critical when the action(s) taken contributed to an effective or an ineffective outcome. At heart, all incidents pertain to matters such as culture, knowledge, competence, relationships, beliefs, emotions, communication, or treatment.
YES NO
Can you secure stakeholder support and capacities for an intervention?
YES
Present the final strategy and plan to the relevant parties for agreement.
Source: Adapted from Paul Davis. 2006. Critical Incident Technique: A Learning Intervention for Organizational Problem Solving. Development and Learning in Organizations. Vol. 20, No. 2, pp. 1316.
Implement, monitor, report on, and adjust the intervention strategy and plan.
Agree with the relevant parties on the review process and timeframe whereby progress will be evaluated.
It may not be easy to convince people to share critical incidents if the investigative approach requires them to write their own stories.
Further Reading
ADB. 2008. Conducting After-Action Reviews and Retrospects. Manila. Available: www.adb.org/publications/conducting-afteraction-reviews ADB. 2008. Storytelling. Manila. Available: www.adb.org/publications/storytelling ADB. 2008. Action Learning. Manila. Available: www.adb.org/publications/action-learning
Olivier Serrat
Principal Knowledge Management Specialist Knowledge Management Center Regional and Sustainable Development Department Asian Development Bank
knowledge@adb.org www.adb.org/knowledge-management www.facebook.com/adbknowledgesolutions www.scribd.com/knowledge_solutions www.twitter.com/adbknowledge