Why Project Debriefs Are Crucial for L&D Project Managers

As an L&D Project Manager, you’re well aware that project debriefs are vital to team learning and improvement. However, did you know that the most compelling reason for conducting a project debrief relates to the Law of Closure in Gestalt psychology? This law suggests that when parts of a whole are missing, our minds naturally fill in the gaps to complete the picture. As project managers, it’s essential that you fill these gaps for your stakeholders, providing a comprehensive and clear view of the project’s journey and outcomes.

An Antidote to Misunderstandings and Misconceptions

At its core, the purpose of a debrief is to help stakeholders see the entire project from start to finish. As the Project Manager, your perspective on the project is likely the most complete. However, stakeholders’ views are shaped by their specific roles and involvement—whether they were present throughout the entire project or only at key points, such as the kickoff and final approval stages. This can result in incomplete or skewed perceptions, leading to misunderstandings and potentially leaving a negative impression of the project.

A thorough debrief ensures that stakeholders’ impressions are based on the full picture, rather than fragmented or biased viewpoints.

How to Complete the Picture During a Project Debrief

To provide your stakeholders with a complete understanding of the project, focus on three key areas during the debrief:

1. Emphasize Team Collaboration
It’s important for stakeholders, especially those who were less involved, to understand that creating an eLearning course is a collaborative effort. For instance, someone focused on visuals or interactivity may not realize the significant work that went into instructional design. By highlighting all phases of the project and how each contributed to the final result, you help stakeholders see the value in each component, preventing them from undervaluing essential stages like design or development in future projects.

2. Highlight What Went Well
Some stakeholders may have limited involvement in phases that didn’t go as planned. It’s essential to share successes from other parts of the project so they get a balanced view. If their decision-making powers impact future funding or project approvals, you want them to know about the parts of the project that exceeded expectations. This balanced perspective ensures they don’t base their judgments on a narrow or negative experience.

3. Address What Didn’t Go Well
No project is without its challenges. While it may be tempting to shield certain stakeholders from what went wrong, a debrief provides an opportunity to address the root causes of difficulties transparently. This might include issues such as time management problems or last-minute changes from stakeholders that impacted timelines. By addressing these challenges openly, you help dispel any misconceptions about who is responsible, ensuring that future projects benefit from a clearer understanding of roles and responsibilities.

Conclusion

When you approach the project debrief with the Law of Closure in mind, you give stakeholders a complete sense of the project’s journey, fostering a sense of accomplishment and closure. Not only does this create a lasting positive impression, but it also encourages stakeholders to return for future eLearning projects, confident that they’ll receive well-rounded, successful solutions. By leveraging the insights gained from the debrief, you can improve the execution of future projects, ensuring that both you and your team continue to grow and excel.