So that’s the goal for any retro: elicit feedback, collectively share it and make the retro a catalyst for continuous improvement – as individuals, as a team, and as an organization. But of course there’s always room for improvement. There’s a Zen saying I’m personally fond of: We’re all perfect just the way we are. And then use the exercise as a team to solve the problems you consider to be your biggest hurdles. So various means of doing so (group, individual, spoken, written) are often needed.īelow are a number of techniques teams can use to mix things up, to look from different angles and perspectives, create safe environments, make sure all voices are heard, and generate new insights.īefore starting a retrospective, teams should think about which exercises would be most suitable – for where the team is now, and for the just completed iteration. Individuals must feel comfortable enough to share their problems, opinions and concerns.Teams might just get bored when they are always doing retrospectives in a similar way.The things that each team deals with can be different in each iteration.Teams differ from each other so an approach the resonates with one team, might not work so well with another.There is no single retrospective exercise that always gives the best results. Why? A couple of reasons: Maybe they use a cross team retro, or invite “external agents” to their retro… If there are external issues affecting the teams, they need to be raised up within the organization so collectively we can address them. If they want to try a different way of working, it’s up to them to give feedback to each other, to discuss what happened, to learn, and to decide what to do. In retrospectives teams look for primarily for improvement actions that they can do themselves. The goal of the retro is to empower teams (groups of people focused on a common goal) to control their own destiny.
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