The U.S. Army originated the after action review (AAR) process in the 1970s as an element of its revolution in training. The process was designed as a way for Army leadership to ensure that training exercises resulted in documented, standardized benefits for all participants. It was also envisioned as a means for achieving clear communications among trainees and between trainees and leaders. In the years that followed, a variety of organizations adopted the AAR process; in addition, the Army has refined the process and continues to use it today. However, questions have arisen about the degree to which current AAR practice achieves the philosophical, theoretical, and practical goals considered desirable by its early designers and proponents. The current paper describes a program of research designed to develop a theoretical model of after action review, and to observe and document whether current AAR practice is successful. Initial research by the authors led to a theoretical model of the process, referred to as the Integrated Theory of After Action Review (ITAAR). That model specifies several theoretical research areas that relate to AAR, including task feedback, team training, performance appraisal, and leadership. For the current initiative, the research team expanded the model to include influences of knowledge management and instructional technology. They also documented how AAR is being examined and utilized by influential researchers, applied organizations, training agencies, and the U.S. Army. A number of practical and theoretical concerns have been noted by researchers and practitioners, and this paper will specify the degree to which current Army implementations of the AAR procedure fulfill the theoretical and practical training goals espoused by training personnel. Furthermore, the authors will describe the results of AAR observations and will present conclusions relevant for future success in AAR implementation.