Proceedings of the 12th European Conference on Knowledge ...

Susan McIntyre and Kate Kaminska
au<strong>the</strong>ntic solutions. An important portion <strong>of</strong> this process is validation, whereby SMEs at various levels
determine if changes and solutions are workable. This can be accomplished through individual
consultation or in an organized conference <strong>of</strong> stakeholders.
2.4 Endorsing and directing change
Endorsing and directing change is <strong>the</strong> stage at which recommendations for corrective actions and
best practices are made to <strong>the</strong> change authorities (decision makers), who in turn accept or reject <strong>the</strong>
proposed changes. This occurs when <strong>the</strong> change authority considers <strong>the</strong> options and ei<strong>the</strong>r rejects or
endorses recommendations. It is <strong>the</strong>n <strong>the</strong> responsibility <strong>of</strong> <strong>the</strong> change agent or o<strong>the</strong>r <strong>of</strong>ficials to enact
<strong>the</strong> change.
2.5 Implementation
Implementation involves integrating <strong>the</strong> identified lessons into existing documentation, training, and
processes. This systemic change should beget behavioural change. During implementation, it is <strong>the</strong>
responsibility <strong>of</strong> <strong>the</strong> designated or multiple change agents to initiate and manage <strong>the</strong> recommended
best practices or corrective measures.
2.6 Monitoring and validating change
Monitoring and validating change is <strong>the</strong> confirmation that <strong>the</strong> recommendations have been
implemented and verification that <strong>the</strong> changes are effective. The change agent reports back to <strong>the</strong>
decision-maker and stakeholders as to <strong>the</strong> implementation and effectiveness <strong>of</strong> <strong>the</strong> change. It is at
this stage that <strong>the</strong> Lessons Learned Cycle begins again.
3. Methodology
3.1 Mission analysis
Clarifying mission objectives is an important aspect <strong>of</strong> <strong>the</strong> preparation stage in a Lessons Learned
process. It provides a baseline from which to ascertain whe<strong>the</strong>r <strong>the</strong> mission was successfully
achieved and what facilitated or hindered that. It also enables stakeholders to learn how to better
perform in future situations. In <strong>the</strong> case <strong>of</strong> whole-<strong>of</strong>-government security planning for V2010, <strong>the</strong>
mission was clear: a Safe and Secure Games. The mission essential components, (indicators <strong>of</strong> a
successful mission), or <strong>the</strong> operational objectives from a whole-<strong>of</strong>-government point <strong>of</strong> view,(how <strong>the</strong>
mission was to be accomplished), were not as clearly articulated.
It was necessary, <strong>the</strong>refore, to retrospectively determine what <strong>the</strong>se components and objectives were
in order to frame <strong>the</strong> lessons learned process overall. For example, one mission essential component
was deemed to be <strong>the</strong> need to provide a safe and secure environment for a successful international
sporting event – including regional celebrations and <strong>the</strong> protection <strong>of</strong> Internationally Protected
Persons and o<strong>the</strong>r dignitaries. Likewise, an operational objective for <strong>the</strong> whole-<strong>of</strong>-government
approach would be to test and confirm federal operational interoperability and readiness for V2010.
This mission analysis created <strong>the</strong> structural basis for scoping <strong>the</strong> overall project.
3.2 Critical issues
The first step in <strong>the</strong> methodology <strong>of</strong> <strong>the</strong> AER process was <strong>the</strong> identification <strong>of</strong> critical issues, which
fur<strong>the</strong>r aided <strong>the</strong> development and structuring <strong>of</strong> <strong>the</strong> rest <strong>of</strong> <strong>the</strong> methodology, as well as guided and
focused data collection. In order to identify <strong>the</strong> critical issues, V2010 planning phase documentation,
lessons learned reports from <strong>the</strong> exercise program, and post-event reports from individual partner
departments and agencies were reviewed and analyzed. Through this process, five main critical
issues arising out <strong>of</strong> federal whole-<strong>of</strong> government security planning and operations were identified for
exploration. These included such issues such as information sharing between partners. Based on
<strong>the</strong> critical issues, research questions were developed. The questions were used to guide <strong>the</strong>
structured portion <strong>of</strong> <strong>the</strong> interviews which followed.
3.3 Data collection
The data collection was comprised <strong>of</strong> four analytical processes:
1121