Challenges and Corrective Actions to Ensure Use and Effectiveness of P&R Sessions in Nigeria
| Challenges in Implementing P&R Sessions | Corrective Actions Implemented |
|---|---|
| TCI staff have competing priorities leading to their inability to dedicate time and participate in the P&R session | Made P&R sessions part of end-of-quarter reporting processes and made attendance mandatory. The P&R sessions are now on everyone's calendar well in advance of the session itself and as a reoccurring meeting, so that team members can plan accordingly. |
| Staff travel and geographic dispersion affected staff availability for the P&R sessions | Transitioned to virtual P&R sessions to allow relevant participants to participate effectively, irrespective of their current locations. This became essential during the COVID-19 pandemic. |
| Occasional difficulty in selecting reflection areas due to dissenting opinions | Shared with staff the criteria for selection of topics (i.e., cross-project relevance and timeliness), examples of currently emerging themes, new strategies, and challenges reported or observed. Developed a schedule of reflection topics to guide implementation. |
| Initial reluctance among staff to discuss challenges or failures due to perceived fears of management sanctions | TCI management oriented the team on the importance of discussing failures to ultimately achieve success. Used an experienced facilitator, usually the TCI KMO, to address perceived participant concerns, ensure active participation, and elicit open dialogue. |
Abbreviations: KMO, knowledge management officer; P&R, pause and reflect; TCI, The Challenge Initiative.