Editing Critiques
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- | Critiques are one of the most effective ways | + | Critiques are one of the most effective ways PC SAR has to |
improve the manner in which it works. The purpose of a critique is | improve the manner in which it works. The purpose of a critique is | ||
not to be critical but to share an understanding of what worked | not to be critical but to share an understanding of what worked | ||
well and what could be improved. | well and what could be improved. | ||
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- | + | PC SAR performs a critique after all but minor incidents. | |
== Principles == | == Principles == | ||
In order to have an effective critique, we try to adhere to these principles. | In order to have an effective critique, we try to adhere to these principles. | ||
- | === Neutral knowledgeable | + | === Neutral knowledgeable chair === |
The person selected to chair the critique and manage the critique process should | The person selected to chair the critique and manage the critique process should | ||
not have been involved in the incident. | not have been involved in the incident. | ||
- | A critique should not be hindered | + | A critique should not be hindered the blind spots that we each have. |
- | If the | + | If the chair is someone that was involved in the search, |
especially a member of the overhead team or Incident Commander, | especially a member of the overhead team or Incident Commander, | ||
there's a risk that | there's a risk that | ||
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they will still be blind to it and not see it as needing discussion. | they will still be blind to it and not see it as needing discussion. | ||
- | The | + | The chair should be a knowledgeable person. He or she should understand the subject matter (in our case SAR). |
This usually means someone with Search Management training. | This usually means someone with Search Management training. | ||
A knowledgeable chair can understand the points being raised | A knowledgeable chair can understand the points being raised | ||
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There will always be some people that cannot attend the critique. | There will always be some people that cannot attend the critique. | ||
- | They should be invited to [[/Written feedback|submit their feedback]] directly to the | + | They should be invited to [[/Written feedback|submit their feedback]] directly to the chair. |
=== Respect confidentiality === | === Respect confidentiality === | ||
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=== Facts first === | === Facts first === | ||
- | Before getting | + | Before getting in to discussions, |
all the participants should know the facts. | all the participants should know the facts. | ||
This allows all the participants to discuss ideas with a clearer understanding of the situation. | This allows all the participants to discuss ideas with a clearer understanding of the situation. | ||
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=== Focus on learnings === | === Focus on learnings === | ||
A critique is not about criticism. | A critique is not about criticism. | ||
- | It should not become a | + | It should not become a situation for blame or guilt. |
Instead a critique should be about learning. | Instead a critique should be about learning. | ||
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But it's just as important to bring up learnings from things that worked well | But it's just as important to bring up learnings from things that worked well | ||
and should be repeated or further developed. | and should be repeated or further developed. | ||
- | |||
=== Ideas, not decisions === | === Ideas, not decisions === | ||
The critique is a brainstorming session. | The critique is a brainstorming session. | ||
Many of the ideas that are brought up during the critique will take some serious thought before they are implemented. | Many of the ideas that are brought up during the critique will take some serious thought before they are implemented. | ||
We don't want the meeting to get bogged down in debate. | We don't want the meeting to get bogged down in debate. | ||
- | So the focus should be on capturing the idea and not | + | So the focus should be on capturing the idea and not deciding on whether or not to implement it. |
Sometimes the decision will be obvious, but most often it's better to leave the idea | Sometimes the decision will be obvious, but most often it's better to leave the idea | ||
as a ''suggestion'' directed to the parts of the organization that would normally handle such ideas. | as a ''suggestion'' directed to the parts of the organization that would normally handle such ideas. | ||
- | Pincher SAR has a number of committees that specialize in areas of governance, budget, standard operating | + | Pincher SAR has a number of committees that specialize in areas of governance, budget, standard operating policies, equipment, training and membership. |
=== Discuss around functional areas === | === Discuss around functional areas === | ||
After an incident of any size there is a lot to discuss. | After an incident of any size there is a lot to discuss. | ||
If every person brings up every point they can think of, | If every person brings up every point they can think of, | ||
- | the meeting will be so long | + | the meeting will be so long everyone will be exhausted. |
To bring out the most relevant points and focus discussion, | To bring out the most relevant points and focus discussion, | ||
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There is a list of possible functional areas in the sample agenda below. | There is a list of possible functional areas in the sample agenda below. | ||
Usually there won't be enough time to discuss all functional areas | Usually there won't be enough time to discuss all functional areas | ||
- | so the | + | so the chair should select the ones that are likely to be most relevant. |
=== Round table === | === Round table === | ||
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* Pick a time (Tuesday evening?) when most participants in the search are available. | * Pick a time (Tuesday evening?) when most participants in the search are available. | ||
* book a room ([[Fire Hall]], [[MD Meeting Room]], [[Town Hall Gym]]) | * book a room ([[Fire Hall]], [[MD Meeting Room]], [[Town Hall Gym]]) | ||
- | * | + | * Announce by e-mail or call-out. |
- | * Have someone (usually the last Search Manager involved) draft a 1 page summary of the incident. (see [[ | + | * Have someone (usually the last Search Manager involved) draft a 1 page summary of the incident. (see [[Incident Summary Form Task]]) |
- | + | ||
- | + | ||
* Invite the tasking agency and other organizations we worked with to send a representative. Many SAR groups are listed at: http://www.saralberta.ca | * Invite the tasking agency and other organizations we worked with to send a representative. Many SAR groups are listed at: http://www.saralberta.ca | ||
* Decide whether snacks are needed and arrange them. | * Decide whether snacks are needed and arrange them. | ||
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=== At the critique === | === At the critique === | ||
- | |||
* Chair the meeting. | * Chair the meeting. | ||
- | * | + | ** Your function is to focus and facilitate the discussion. Let the participants do most of the talking. |
- | * Ask someone to take detailed notes | + | * Ask someone to take detailed notes. |
- | + | * Sample agenda (usually there is not enough time for all of these items; focus on the important ones) | |
- | (usually there is not enough time for all of these items; focus on the important ones) | + | ** introductions |
- | * introductions | + | ** sign in (to the critique) |
- | * sign in (to the critique) | + | ** confidentiality |
- | * | + | ** brief report from person in charge of post op activities (last search manager?) re expenses, lost and found, work needing doing, etc. |
- | * confidentiality | + | ** what a critique is |
- | * brief report from person in charge of post op activities (last search manager?) re expenses, lost and found, work needing doing, etc. | + | *** understanding |
- | * what a critique is | + | *** learning, improvement |
- | ** understanding | + | *** suggestions, ideas |
- | ** learning, improvement | + | *** how suggestions will be distributed |
- | ** suggestions, ideas | + | *** committees that will make decisions on suggestions |
- | ** how suggestions will be distributed | + | ** incident summary (from draft 1-page report) |
- | ** committees that will make decisions on suggestions | + | ** functional areas of incident (there likely will only be time to cover the most significant) |
- | * incident summary (from draft report) | + | *** mandate |
- | * functional areas of incident (there likely will only be time to cover the most significant) | + | *** first notification / tasking |
- | * | + | *** call-out |
- | ** mandate | + | **** typical questions: Was the appropriate type of personnel requested? Were there people that met the criteria that were not called? |
- | * | + | *** investigation |
- | ** first notification / tasking | + | *** communications |
- | * | + | *** resources |
- | ** call-out | + | *** (de)briefing |
- | ** | + | *** searching |
- | ** investigation | + | *** access/return from segment |
- | * | + | *** extrication |
- | ** communications | + | *** stand down |
- | ** | + | *** CISM |
- | ** (de)briefing | + | *** prevention, public education |
- | * | + | *** travel |
- | ** searching | + | *** planning |
- | * | + | *** logistics |
- | ** access/return from segment | + | *** media |
- | * | + | *** family |
- | ** extrication | + | *** post ops |
- | * | + | *** learning (How has/could the critique support learning? For exercises, how did/could the goals/techniques promote learning?) |
- | ** stand down | + | *** miscellaneous |
- | * | + | ** round table (anyone have points that they need to bring up that wasn't already mentioned) |
- | ** CISM | + | Your effort: 1.5 hrs |
- | * | + | |
- | ** prevention, public education | + | |
- | * | + | |
- | ** travel | + | |
- | ** | + | |
- | * | + | |
- | ** | + | |
- | * | + | |
- | * | + | |
- | + | ||
- | + | ||
- | ** media | + | |
- | * | + | |
- | ** family | + | |
- | * | + | |
- | ** post ops | + | |
- | * | + | |
- | ** learning | + | |
- | + | ||
- | ** miscellaneous | + | |
- | * | + | |
- | * round table (anyone have points that they need to bring up that wasn't already mentioned) | + | |
=== After the critique === | === After the critique === | ||
* Report | * Report | ||
** Edit the incident summary to include information that came out in the critique. | ** Edit the incident summary to include information that came out in the critique. | ||
- | ** Sort and write up the suggestions (we have examples of this). See | + | ** Sort and write up the suggestions (we have examples of this). See PCSAR Doc-97 on [http://pcsar.dyndns.org:8080/documents.html] |
** Assign suggestions to be reviewed by PC SAR board, PC SAR preplan committee, PC SAR equipment committee, PC SAR call out committee, PC SAR training committee or one of our partner organizations. | ** Assign suggestions to be reviewed by PC SAR board, PC SAR preplan committee, PC SAR equipment committee, PC SAR call out committee, PC SAR training committee or one of our partner organizations. | ||
- | * | + | * Forward your report to each group. |
- | + | ||
* Send the sign-in list from the critique to the Membership Coordinator. | * Send the sign-in list from the critique to the Membership Coordinator. | ||
- | |||
Your effort: 2.5 hrs. | Your effort: 2.5 hrs. | ||
== Critique notes == | == Critique notes == | ||
- | * | + | * [[/2009-05-05]] : mock search, Anderson search |
- | * | + | * [[/2009-09-23]] : Perry search |
- | * | + | * [[/2010-03-21]] : avalanche, mock search |
- | * | + | * [[/2010-08-24]] : quad, Table Mountain incidents |
- | * | + | * [[/2011-01-18]] |
- | * | + | * [[/2011-09-06]] |
- | * | + | * [[/2012-03-04]] |
- | * | + | * [[/2012-04-25]] : for [[2012-04-14 Honda CRV]] search |
- | * | + | * [[/2012-06-06]] : re Victoria Peak |
- | * | + | * [[2012-10-02 Mock/Critque]] |
- | * | + | * [[2013-02-23 Mock/Critque]] |
- | * | + | * [[2013-07-07 Carpenter Creek/critique]] |
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== See also == | == See also == |