Debriefing Strategies

"Debriefing" is a process of assessing and evaluating an experience (e.g., meeting, visit, etc.). This process is often used at higher management levels or when dealing with important subjects. The value and cost of this process will systematically vary by strategic style.

People using an un patterned method (input) or the thought mode (output) will tend to find more value in reviewing this in a group session than will those using a structured method or action mode. Debriefing will be valued most by the RI followed by HA, RS and LP.

The cost of the strategy also varies by strategic style. People using a structured method (input) have an automatic "filing" system. Things are immediately "filed" in the "right" place. There is little value in rehashing an experience.

Cost is also relatively high for people favoring the action mode (output). The Reactive Stimulator (RS) will tend to look on debriefing as a costly delay. The Logical Processor (LP) will see it as unnecessary or superfluous.

People using the unpatterned method (input) and thought mode (output) incur little cost relative to the value of information/organization gained. New relationships and improved variable assessment will be uncovered. Since time to completion is not a high priority, little is lost by engaging in the process.

"Management" style will reflect the different strategies. People who find less value in debriefing will tend to use it less. This means fewer meetings and less of an opportunity for others to give their "input". A more authoritarian image is likely. People finding value in the activity will use debriefing more and appear more "open".

Gary Salton

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