Implementation of a Supervisor-Led Resilience Training Extension in the Royal Military College

Abstract

Resilience training offered to military personnel often fails to reinforce training practices into routine military activities. We describe the implementation of a supervisor-led after action review designed to provide personnel with frequent opportunities for the supervisor reinforced application of resilience training skills at work. This paper provides a roadmap for engaging supervisors to support this program and details strategies used across its design and their contribution to implementation fidelity. Strategies included iterative stakeholder engagement in co-design and the use of mixed-methods data collection, including field observational ratings, open ended survey questions, and focus group interviews. The design and implementation process are reported in two phases: initial and re-implementation phases. Chi-square analyses and t-tests of initial phase data indicated that the after action review designed to guide the application of resilience training skills was distinct from preexisting after action reviews of tactical skills and drills. Reflexive interpretations of instructor feedback guided refinement to the extension and subsequent re-implementation phase data indicated implementation fidelity. When engaging leaders and resilience non-specialists in activities that support military resilience training, we recommend involving stakeholders in the design and implementation process, responding flexibly to their concerns, and balancing their experienced work change demands with appropriate resources.