ABSTRACT
Most organizations take action as result of debriefing; they define tasks to be accomplished. Task management is part of every manager's toolbox. It has to do with all aspects of an organization's operation, not just with debriefing. Action, however, after generating new lessons is much more than just task management. It would be easier if people could manage all outcomes as tasks, yet life is not that simple. The bottom line is this: if people want our lessons to yield better operations and improved performance, people must transform the knowledge into action. If the action is straightforward, well defined, and easy to apply, people can assign tasks. The lessons that could have turned into changes yet the organization, overwhelmed with other changes it may be required to implement, decided to prioritize only a fraction of them, leaving out all the other good recommendations and ideas.
