Being Open to Closure: 

Completing the Cycle  
 
By Jessica Stelter & Deanna Kafer 
June 27, 2020 
 
 

 
George State University  

Introduction 

We have all heard of seeking closure after significant changes in our lives: ending a 
relationship, losing a loved one, leaving a job, or moving away from home. During these 
times of transition, we are meant to reflect and accept what has happened so that we may 
shift our focus from what is done to what lies ahead. But what about the small transitions 
throughout our lives? Or better yet, what about the transitions within our work life? We live 
in such a fast-paced world that we often miss when changes do occur while we are 
careening from one job to the next. These small changes are missed opportunities for 
understanding and growth. This reflection takes time (and we all know that time is money), 

 
 
 
but closure is a necessary step to ensure that we are functioning at our best. Whether it is 
the celebration of a completed project or the recognition that it was a failure that needs to 
be redesigned or abandoned, closure helps us to learn from our experience, regroup, and 
focus on the next plan of action. By recognizing what was accomplished (or not 
accomplished) we ensure that everyone has a clear understanding of the current state of 
the situation or the organization. We can take this time to acknowledge our successes or 
work through our mistakes, both of which help us to retain what we have learned so that it 
can be used in the future. No matter what your role is within the organization, a closure 
conversation can be a beneficial tool to maximize the value of your projects, contracts, and 
meetings with clients or coworkers.  

Why closure is RAD 

Recognition 

People are motivated when their efforts are recognized. In fact, according to a recent 
survey​, 59% of employees would choose a lower salary job where they received recognition 
over a higher salary job where they received no recognition. An important step in a closure 
conversation is acknowledging both the status of the project and the people involved in the 
project. Taking the time at the end of a project or meeting to reflect on what you have 
accomplished (or what still needs to be accomplished) not only improves morale, but 
creates a culture of accountability.  

Agility 

Agility is a big word in business right now. Many project managers are adopting a 
methodology called ​Agile​ that embraces change through reflection and encourages 
continuous improvement. But how can you improve a process if you’re not taking the time 
to look back on the process and what deliverables you created through your efforts? Like 
Agile, closure conversations enable leaders to be “more nimble, flexible, and able to move 
quickly when they have incorporated reflection and conscious closure into their 
interventions” (​pg. 231​). The nature of a closure conversation requires you to pause and 
reflect on what was done, how it was done, and what is left to be done. With that 
information, one can consider what change efforts are required to improve the next time.  

 
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Due Diligence 

If you’re someone who likes to breeze through a checklist, you are probably guilty of 
rushing through a project so quickly (or thinking about the next project) that you ignore 
important steps needed to wrap up your current assignment. Taking a step back, through a 
closure conversation, to reflect on your work ensures that all of the boxes have been 
checked. What did you set out to do? Did you accomplish your objectives? If you’re a 
consultant, think about what the original contract called for. Did you include all aspects of 
the report or deliverables that were required? If you’re a leader, think about what tasks you 
assigned to whom and follow up with those who were involved. Do your due diligence by 
having these conversations with your team, your client, or even yourself! 

Steps to Achieving Closure: The Four R’s 

Figuring out how to navigate a RAD closure conversation can feel a bit overwhelming if you 
have never taken part in one before. Luckily, this next section provides a list of steps to 
help guide you through a few key areas that you want to address when trying to achieve 
closure.  

Step 1: Review 

The first step is to review what you have just completed. What did you do? What was the 
outcome? What have you accomplished and what still needs to be addressed? During this 
step, you want to make sure you have completed everything that you set out to accomplish 
and that everyone is on the same page about what has happened and what will happen 
next. If this step is missed, people may be unsure about the outcome of the previous 
project and circle back to it, which takes their focus away from their other assignments. 
Taking the time for everyone to reach an understanding of the current situation allows 
them to move forward into the next endeavor unburdened. 

Step 2: Recognize 

It is important to recognize what was successful and who was responsible. However, it is 
also important to recognize where things went wrong and own up to any missteps. As 
alluded to before, you need to take the time to celebrate your successes and acknowledge 

 
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the people who contributed. Taking the time to validate everyone's hard work can boost 
morale and breathe new energy into the workplace. At the same time, you need to bring 
awareness to your mistakes so that you are less likely to repeat them in the future. 
Furthermore, by discussing your missteps and processing why they happened, you relieve 
some of the stress associated with them and can better appreciate the things you did 
accomplish.  

Step 3: Rectify 

If anything was missed or done incorrectly, make plans to address it in your next project or 
formally decide to abandon that assignment. Leaving tasks unfinished can be stressful for 
some people and can distract them from other work. The book T​ he Four Conversations 
explains that incomplete tasks or undelivered communications often prevent people from 
confidently moving into their next actions and can leave them stuck on previous work. It is 
important to discuss what was unfinished, why it was unfinished, and decide whether it 
needs to be completed. Similarly, it is important to address mistakes by discussing what 
happened, what could have caused the issue, and determining a course of action to correct 
it or accepting the loss and moving on. If you do not address missed items or mistakes, 
they can accumulate and slow the progress of the individual, team, or organization. Taking 
the time to discuss these matters and consciously deciding how to proceed can help you to 
move forward unburdened by their previous distractors.  

Step 4: Repurpose 

Next, you want to repurpose what you have learned into your future actions. Knowing what 
you know now, are there any old projects that should be reevaluated and reopened? How 
can you take this information and use it in other aspects of your lives? How can you use it 
on future projects and initiatives? Make a conscious effort to identify what you have 
learned and look for ways to put that knowledge to good use. You want to recycle what 
worked well, redesign what didn’t, and redirect your energy from this assignment to the 
next. Communication guides development, so use these closure conversations to adjust 
and improve your process going forward. 

It is important to note that not all projects will have a clear end point and you may not always 
have time to complete all of these steps to their fullest. Still, it is helpful to practice reflection of 

 
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what you have accomplished, even if it is simply taking a moment to ask yourself “Did I do what I 
set out to do?” or sending a thank you email to your coworkers or clients acknowledging their 
accomplishments.  

Conclusion 

Whether you're a leader, a consultant, or an intern, developing a habit of having a closure 

conversation for your projects, meetings, or contracts, can help you ensure you are getting 
the most out of them. Make sure you are using your closure methods in an intentional and 
deliberate way otherwise they may come off as inauthentic and undermine your good 
intentions. Remind your employees, your client, and yourself about the project’s goals, 
objectives, timeline, and the value of their work. Keeping our methodology of RAD and the 
Four R's in mind, review and assess how the project or meeting went, whether its goals 
were reached, and what could be done to improve the process next time. Having these 
conversations will make your meetings and your workflow more effective, ensure everyone 
is on the same page, and make you a RAD person to work with!
 

About the Authors 

Jessica Stelter​ is obtaining her M.P.S. from the University of Maryland where she is 
studying Industrial/Organizational Psychology. Working on the Career & Competency 
Design Team at Lockheed Martin, her expertise includes talent development, data 
collection methods, and project management. Jessica has a passion for enhancing the 
effectiveness of leaders and teams to increase organizational productivity.  

Deanna Kafer​ is a graduate student at the University of Maryland earning her M.P.S. 
in Industrial/Organizational Psychology. She graduated Summa Cum Laude from the 
same institution with a bachelor’s degree in Psychology. Previously a Sergeant in the 
United States Army, she has in-depth experience in leadership development, 
communication, and organizational effectiveness. 

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