Most organizations lack the structured processes needed to learn from crises and disruptions, leaving them vulnerable to repeating the same failures, according to new research from McLean & Company.
The global HR research and advisory firm found that while workplace disruptions have become more frequent, only 34% of HR teams have increased their focus on risk mitigation and business continuity, based on its HR Trends Survey 2025.
The firm’s newly released Build Resilience With After-Action Reviews Guide identifies after-action reviews as a largely underused tool for converting crisis experiences into lasting organizational improvements. After-action reviews are structured, blame-free reflections conducted following a crisis or major event.
“Crises are no longer isolated events; they’re a defining feature of today’s operating environment,” said Leann Schneider, director of HR research and advisory services at McLean & Company. “The differentiator isn’t whether an organization faces disruption, but whether it pauses long enough to learn from it.”
Gap between change and learning
The research highlights what the firm describes as a growing gap between the pace of organizational change and the capacity to learn from it. Without structured learning mechanisms, organizations risk repeating the same failures under pressure, according to McLean & Company.
The guide outlines how HR leaders can support organizational resilience through after-action reviews by identifying what worked and what didn’t while insights are fresh, uncovering systemic gaps in decision-making and communication, and documenting lessons learned for future teams.
Case examples cited in the guide show that organizations using structured after-action reviews can reduce safety incidents and strengthen coordination during future crises, according to the firm.
Psychological safety essential
McLean & Company warns that after-action reviews often fail when they become performative or punitive. The firm emphasizes that psychological safety, supported by clear purpose, confidentiality, and trauma-informed practices, is essential for honest reflection.
“Learning that isn’t applied erodes trust,” said Schneider. “The true power of after-action reviews is realized when insights are shared, acted on, and used to shape how organizations respond the next time disruption hits.”
The research stresses that follow-through determines whether after-action reviews create value. McLean & Company advises HR leaders to translate insights into clear recommendations, assign ownership, track progress, and embed lessons learned into planning cycles, playbooks, and training.
Broader crisis response resources
The after-action review research is part of McLean & Company’s Crisis Response Resource Center, which provides HR leaders with guidance and tools for preparation, response, recovery, and learning before, during, and after incidents.
The firm also offers related workshops and leadership training programs, including Navigate Change, Lead Through Change, and Navigate the Change Management Process.
McLean & Company is a division of Info-Tech Research Group. The firm provides evidence-based research and tools to HR professionals, from executive leadership to HR team members.
