De-briefing

De-briefing

Article Information
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Description

After each exercise a meeting of the controllers and simulation staff is held to discuss the events of the exercise. This is, in practice, the main input from the controllers into the simulation De-briefings generally form a sort of semi-structured discussion. It is a major skill of the project leader to extract an impression of what the controllers really feel about the organisations being examined, while they may prefer to concentrate on immediate technical problems.

Discussion/References

Debriefing techniques are essentially a craft skill, and are rarely discussed in the published literature.

  • EEC Report #164 (David and Noonan, 1983) discusses EEC experience with debriefing in real-time ATC simulations
  • EEC Report #348 (Dubey 2000) is a summary of a social anthropologist’s study of real-time simulation. Although it does not discuss de-briefing techniques explicitly, it contains some observations on the social context of real-time simulation which should be born in mind by anyone carrying out de-briefing.
  • Oppenheim A.N., 1992 provides general guidance on debriefing and interviewing, although it treats single interviews, rather than groups.
Categories
Human Factors Methods
Generics
Type of method Subjective
Debriefings are inherently subjective.
Target of method Strain
Time Scale of method Hours
De-briefings can only be held after the exercise has been completed.
Portability of method Yes
In principle, de-briefings, since they need no equipment, could be held wherever and whenever convenient - after a working shift in an operational centre, for example.
Observer Effect Yes
The presence of ‘outsiders’ particularly senior officials of the home administration may inhibit controllers. A particularly aggressive or determined controller may ‘drown out’ the opinions of less assertive members of the group. A special case of this may occur in international simulations, where opinion may be affected by national politics.
Context of studies
Laboratory studies Use
 
Simulation studies Use
 
Field studies Use
 
Potential problems with the method
Failure risk None
In principle, the project leader should emerge from the de-briefing sessions with a clear idea of what the controllers think about the organisation being tested. Inexperienced project leaders may not be able to control a large group, or evaluate group responses.
Bias risk None
Controllers generally do their best to give truthful, realistic answers to the problems they see. More generally, controllers tend to judge a situation ‘holistically’ - a software bug that is irrelevant to the task may cause them to reject an organisation out of hand.
Ethical problems None
Nothing specific.
Costs of the method
Staff Cost High
De-briefings must always be carried out by skilled experienced controllers, capable of understanding the controllers concerns and judging their relevance and seriousness. EEC recruits senior controllers as assistant project leaders and trains them by apprenticeship to experienced project leaders.
Set-up Cost Low
In principle, the project leader should spend some time thinking about the potential problems that may arise. In reality, he is generally too busy. Any major problems will be drawn to his attention by the controllers.
Running Cost Low
All that is needed is the use of a conference room. In a pinch, the de-briefing may be done in the simulated operations room.
Analysis Cost Nil
De-briefings are summarised by the project leader at the time. Formal analysis is neither required nor needed.
Analysis data
Analysis Speed Immediate
Conclusions are available immediately.
Data Automation No
Not needed.
Analysis Automation No
Not needed nor suitable.
Status Established
Routinely used in simulations.

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