DAOD 8010-0, Lessons Learned
Date of Issue: 2004-04-30
Date of Last Modification: 2016-07-22
Application: This DAOD is a directive that applies to employees of the Department of National Defence (DND employees) and an order that applies to officers and non-commissioned members of the Canadian Armed Forces (CAF members).
Supersession: DAOD 8010-1, Operational Lessons Learned Process
- Deputy Minister of National Defence
- Chief of the Defence Staff
Enquiries: Canadian Forces Warfare Centre, Lessons Learned Branch Head
lessons learned (leçons retenues)
The adding of value to an existing body of knowledge, or seeking to correct deficiencies, in areas of concepts, policy, doctrine, training, equipment or organizations, by providing feedback and follow-on action. (Defence Terminology Bank record number 27843)
3.1 All major staff activities can benefit from, and contribute to, a lessons learned (LL) process. The implementation of a vigorous DND and CAF LL program ensures accountability of DND managers and CAF commanders (comds) at all levels through the use of a feedback loop, thereby minimizing the repetition of errors. As the operational component of the LL program, the LL process results in tangible changes in attitudes, capabilities and behaviours. A failure to follow the LL process or the impairment of associated LL activities:
- a. prevents the rapid introduction of knowledge gained from experience;
- b. compromises opportunities to improve overall safety, efficiency and effectiveness; and
- c. undermines the institutional goal of learning from operations by correcting mistakes and reinforcing
what was done correctly.
Note – The LL program is set out in the document B-GL-025-0A2/FP-001, Canadian Forces Joint Publication – CFJP A2 Lessons Learned.
3.2 The DND and the CAF are committed to providing an active LL program that results in tangible changes in attitudes, capabilities and behaviors.
3.3 The DND and the CAF require that:
- a. DND managers and CAF comds at all levels support the LL program;
- b. DND managers and CAF comds at all levels determine how the LL program can best be
implemented in their staff organizations;
- c. the LL process be followed to produce timely, relevant and
useful LL information;
- d. all major staff activities contribute to the LL process; and
- e. the steps in the LL process, set out B-GL-025-0A2/FP-001, be followed.
Consequences of Non-Compliance
4.1 Non-compliance with this DAOD may have consequences for both the DND and the CAF as institutions, and for DND employees and CAF members as individuals. Suspected non-compliance may be investigated. The nature and severity of the consequences resulting from actual non-compliance will be commensurate with the circumstances of the non-compliance.
Note – In respect of the compliance of DND employees, see the Treasury Board Framework for the Management of Compliance for additional information.
5.1 The following table identifies the authorities associated with this DAOD:
|has or have the authority to …
|Comd, Canadian Joint Operations Command
|L1 advisors, comds of commands and the DOS SJS
Acts, Regulations, Central Agency Policies and Policy DAOD
- Framework for the Management of Compliance, Treasury Board
- CDS Directive on Canadian Armed Forces Command and Control and the Delegation of Authority for Force Employment, April 28, 2013
- B-GJ-005-300/FP-001, Canadian Forces Joint Publication – CFJP 3.0 Operations
- B-GJ-005-500/FP-000, Canadian Forces Joint Publication 5.0 (CFJP 5.0) – The Canadian Forces Operational Planning Process (OPP)
- B-GL-025-0A2/FP-001, Canadian Forces Joint Publication – CFJP A2 Lessons Learned
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