Activities to say farewell and reminisce in a retrospective

Teams go through stages. They form, clash, perform well, quarrel, perform, and so on. Until they  eventually disband. Tuckman called this stage “Adjourning”.

A while ago, Stephane asked for activities for a retrospective for an adjourning team. Here are some suggestions:

My team is awesome” would be a great opener.

Appreciative Inquiry” would also work well, if the questions were tweaked a little to serve the purpose.

If you’ve got a budget to take the team out to eat, “Retrospective Cookies” are an excellent option.

I guess it depends a little on whether you’d rather the team takes away a farewell lesson that they can carry over to the next team or you’d rather let them bask in their team spirit and appreciate each other.

What activities do you recommend for an Adjourning retro?

PS: This retro is 1 of 15 plans in my new 2020 book "Plans for Retrospectives". Check out the eBook

“Too many topic ideas leave too little time to talk in-depth” – Retrospecive Problems

Scrum Master Ellen wrote me about a problem with running out of time during retrospectives:

“I have a team that is quite elaborate in their retrospectives especially in the gathering data and insights part. Perfect, but this leaves less time for deciding what to do and transforming problems we face into action. Do you have suggestions on how to keep the teams focused on only the really important things they want to fix in the next sprint? The thing I try now is to minimize the number of post-its each person adds, but I would love to have some other suggestions.”

Yep, I definitely know that problem quite well. As I facilitate short retros (45-90 minutes) time is always an issue. Even small teams can come up with a multitude of topic ideas. And the more topics a team suggests, the fewer it can actually talk about.

Regarding minimizing stickies, there are at least 3 different ways to do it, all with their own trade-offs:

A) Give only very little time to write down topics
Con: Stresses some people

B) Limit the number of stickies to write (“Write 3 stickies with your most important topics”)
Con: Gives some people analysis paralysis

C) After writing, tell people to go through their stickies and only keep a certain amount (“Please count your stickies. If you’ve got more than 5, only keep the 5 most important ones and discard the others”)
Con: People have to throw away some of their work

[Z) You or the team set the topic beforehand and only explore aspects of this limited scope – Completely valid option if there’s an “obvious” topic to tackle]

Between options A-C, I use C most often but choose depending on the team. I pick the way I think they can best live with.

Alternatively, you can try to shorten the time that people take to present their topics. By 1) making them aware of the time problem and 2) intervening whenever people dig into a problem pre-maturely and start discussing instead of moving on to introduce the next sticky.

In my context (mature teams, very short retros of 60min every 2 weeks) “Gather data” is strictly for broadcasting: Everybody hangs up their sticky ideas, says one sentence per sticky and that’s it. Clarifying questions are okay, but no going into detail. Participants are great at reigning themselves in, when they go too deep into a topic. Everybody is used to postponing until after dot-voting and then discuss the agreed-upon topics.

That’s certainly learned behaviour. I’ve recently started to freelance on the side and now sometimes introduce retrospectives in other companies that are new to it. I noticed how easily participants get into details before it is clear, which topics are shared concerns. I stepped in a number of times. That’s when I realised how rarely (if ever) this happens “at home”.

One way team members can help each other stay on track is with Jeff Patton’s Cups.

Hopefully, some of these ideas help you carve out more time for the important topics 🙂

PS: Now I wonder what a “normal” amount of topics per retro is. Across several teams I found we typically cover 2-3 topics in a 45-75 minute retro.

How many is “normal” in your retros? And how long are those retros?

PS: Did you know there's a Retromat eBook Bundle? Ready-made retrospective plans for beginners and all activities from Retromat for experienced facilitators. Check out the Retromat books

Phases are not always linear in retrospectives

If you facilitate retrospectives then you’re probably familiar with the 5 phases from “Agile Retrospectives” by Derby and Larsen:

  1. Set the stage
  2. Gather data
  3. Generate insight
  4. Decide what to do
  5. Close the retrospective

Whenever I talk about them and in all the material I’ve created, it always looks like the phases are strictly linear. But that is not how they work in the majority of my retrospectives – because I rarely have single-topic retros. I usually run a “gathering potential topics”-activity like “Speedboat” or “I like, I wish” and then the team works through 2 or 3 of these topics.

It would be strange to first talk about 3 topics in depth and afterwards come up with action items for all of them. Instead we talk about 1 topic in depth and create an action item for this topic. And only then start with the next topic. Like in this highly elaborate diagram 😉 :

I thought it might be worth stating this explicitly as it’s not necessarily obvious for beginners.

What about you? When do you decide on action items?

PS: Did you know there's a Retromat eBook Bundle? Ready-made retrospective plans for beginners and all activities from Retromat for experienced facilitators. Check out the Retromat books

“How can I motivate people for retrospectives?”

… or “Retrospectives are only Step 1 (of 2)”

“How can I motivate people to do retrospectives?” is a question I used to hear frequently.

If you ask me, that’s the wrong question. It’s wrong because you don’t have to motivate people to do something that they perceive as valuable.

Which makes the real question:
Why aren’t they getting value out of their retrospectives? And is there anything anyone can do to get them their money’s time’s worth?

The only time, when the “motivation” question is admissable is if you’re trying something for the first time. You’ve never done a retro before? Yes, then you’re asking for a leap of faith from participants. And maybe the first one is wonky and you need a second one to make it count. But that’s it. From then on retros have to pay their own way – just like any other meeting should. If it’s not creating value then why are you doing it?

Btw, the retrospective itself is usually not the problem. It’s what happens afterwards. Which is often enough: nothing. It’s unfair to tell people “come on, we’ll look for improvements” and then not implement a single improvement idea. The actual meeting is Step 1. Following up on the agreed upon action items is Step 2.

When is a retrospective successful? Change happens.

Sometimes this problem with Step 2 originates in the retro: The improvement ideas are too vague to be actionable. Other times it’s outside: There’s not enough time or money to do anything. If retrospectives don’t affect any change or these changes aren’t beneficial the majority of times, then yes, people don’t want to do them anymore. And rightly so. They shouldn’t. In these circumstances, retros are a waste of time.

Ironically, I’d use a retro to figure out what’s going wrong and how to actually make them more valuable 😛

But only after I did my homework. And I’d try something new, not the same format that failed people before. Maybe this one.

PS: Did you know there's a Retromat eBook Bundle? Ready-made retrospective plans for beginners and all activities from Retromat for experienced facilitators. Check out the Retromat books

Things happen in their own time

[The following is my piece of advice for Yves Hanoulle’s collection “Tips from the Agile Trenches“.]

What type of person picks a relatively new career like “Scrum Master”? A role that often involves working in organizations that transition to agile and go through lots of uncertainty. A role that focuses on “inspect and adapt”, e.g. change. What type of person indeed? Probably a person that is curious and excited to try new things. Does that sound like you?

Here’s the thing though, different people have different degrees of “eagerness to try stuff out”. As a Scrum Master you are likely very near the “Yay, let’s try this”-end of the scale. Which means that most of the other members in the team will be closer to the “tried and true”-end scale than you, i.e. less eager for change.

It can be frustrating if you can hardly wait to experiment while others want to wait and see. At least it was for me. I was sooo impatient. Why didn’t the others feel the same urgency and thrill I did?

I’ve since realized that things happen in their own time. We’re asking people to think and act in a new way after they’ve been seeped in the “traditional” way for years and years. That takes time. You can only help people with what they are ready to hear and with the problems they are aware they’re having. Nowadays, instead of pushing harder against ever-increasing resistance, I’m planting seeds – ideas for what the team can try. Sometimes the team runs with something right away, sometimes they come back to a suggestion after weeks, sometimes they come up with a different solution, sometimes the problem goes away. All of these are fine.

So please don’t beat yourself up (or forcefeed the team) if things don’t seem to move fast enough. Remember that they are likely not on the same page. Yet. Be patient, sow the seeds and be there to water the seedling when it breaks out of the soil towards the sun.

And the best of all: Change is like a muscle. The more new things you try out as a team, the easier it gets. Eventually big changes become easy.

[Curious about the other tips in “Tips from the Agile Trenches“? Use this link for a 75% discount :)]

Print Retromats are back!

Exciting news: Print Retromats are back and you can get yours here. After my “Help to make Retromat sustainable” post in October 2019, German consultancy it-agile reached out to me and offered me a great partnership.

They take over production and distribution of the Print Edition, i.e. all the time-consuming bits and I can focus on content. I’m super grateful to it-agile (and especially Wolf-Gideon Bleek) that after more than two years without Print Retromats, they’ll be available again.

You don’t know what Print Retromats are? Check them out!

I’m so glad that all the many people who asked for Print Retromats can finally get one. Enjoy!

Help to make Retromat sustainable

Hi, my name is Corinna Baldauf. In 2012, I had a month of free time between quitting my old job and starting at a new company. During that time I created Retromat. Before Retromat, it took me at least an hour to plan a retrospective, looking through various blogs for inspiration. I was sure that there must be a faster way to find a wide variety of ideas. AFAIK there wasn’t one at the time, so I built it. Retromat launched with 16 activities.

Afterwards I spend large chunks of my free time adding activities to Retromat, blogging and creating 1-page summaries. For a while all was well and I was a happy creator.

2014 came along and 2 things happened: 

  • I became a mom. From then on, my free time belonged to my daughter. 
  • Retromat became popular. With it came “community work”. People suggesting activities, asking questions, sending photos etc.

Invisible work

As someone interested in Open Source, I eventually recognized that I had landed myself in the Catch-22 that successful OS projects suffer from: You have a successful project. Yay, that’s awesome! People are using your brainchild. But it means community work (bug reports, pull requests, questions, contributors that need onboarding – if you’re lucky). Community work is not why you started the project. It’s mostly invisible work and takes away time to improve the original project.

In my case, community work soon became 95% of what I did. After a job and family I just didn’t have much energy left. What little energy I had went into answering emails – and feeling guilty about the ones I hadn’t answered yet… It took me months to answer emails.

I might sound ungrateful. I’m not! It’s still remarkable to me that so many people use their time to translate Retromat into 6 languages, suggest activities and so on. Still, in 2015 I realized that the current situation was not sustainable. (And we’re big fans of a sustainable pace over here in the agile camp, aren’t we ;))

Goal: Work part-time

You probably know the phrase “Time is Money”. The opposite is also true: “Money is Time” as in, “money can buy you time”. Money that the projects earn is money I don’t have to earn in my day job. If I want to have time and energy for my original projects (i.e. new activities and features for Retromat, new summaries, new blog posts), I have to find some way for the projects to support themselves.

Retromat is the only project with an audience big enough that it might pay for itself. So I started looking into possibilities to “monetize” with the goal of me going part-time at my regular job. Below I’ve listed the things I’ve tried or consciously decided not to try.

tl;dr: In a cruel twist of fate every monetization attempt paid about for as much time as it took me to implement it. But not for more. If I had taken the “monetization time” to create new content I’d probably have been happier. Creating is what makes me happy. Selling… not so much. Well, no use crying over spilt milk. Maybe someone can learn from my fails. If you’re not interested in the details, scroll past the boxes.

How have I tried to monetize? Let me count the ways:


Actually this one doesn’t really count: I’ve created the print edition before Retromat became popular. I wasn’t even sure I’d break even. I did. The Print Retromats are the only thing on this list that made serious money.
Upside: That pays for a nice holiday.
Downside: After a round of selling I really need that holiday! It’s largely manual labor. Each and every Print Retromat is hand-cut. 

But Corinna, can’t you produce them pre-cut? Yes, but that completely changes the game for me. Right now I fall under a very nice VAT tax exemption for small businesses. For pre-cut Print Retromats I need to order much larger numbers and pay VAT, making them more expensive. Also lots more bureaucracy for me. And the risk of not knowing how big the market actually is. Could I sell 5000 Print Retromats without being able to give huge discounts to bulk orders? It’s complicated.


This one was the least effort to implement but also the lowest return. Donations were typically 5-10 dollars. A one-time-donation of 10 bucks every 2 weeks is not sustainable. Still, thank you donors! Especially to Steve who donated 50 bucks 🙂

To be fair, I never really pushed donations. AFAIR I’ve never even mentioned them on my newsletter. I was too ashamed. Donations feel like begging, not like being compensated for valuable work.


Next I thought I’d go big: Instead of asking lots of people for donations I’d ask a few companies for bigger amounts. Companies usually have more money than individuals. And on Retromat the audience is a very desirable niche. I know how much it costs to find a new employee via a head hunter -> a sponsorship on Retromat to find a new Scrum Master is a great bargain.

Sponsoring would be close to viable if we had a sponsor every month. Alas, we’ve had 1 per year. At least they’re both cool, worthy organizations! Thank you Emendare & Teammood.


This one is still around and does earn money. Unfortunately, I started selling the eBook around the time I exposed the newsletter more and subscribers skyrocketed. In most months the eBook pays for the Mailchimp account. So no extra time to work on projects either…

That’s all the monetization efforts I’ve tried so far. For completeness sake I’ll also list the options I rejected:

Considered and rejected


I don’t like ads. I use ad blockers. I’d prefer not to put them on one of my sites. And AFAIK the earning potential is very limited so not a big loss either.


Lots of people suggested Patreon. I perceive Patreon as a platform for individuals to support content creators. In contrast, I view Retromat as something that companies should pay for, since we use Retromat for our work. 

Plus, Patreon is based on extra content for Patrons. I’m trying to carve out some time to create at all. When would I create that extra content?


Lots of extra work and risk for very little expected pay-off: App prices are low and the potential audience is not big enough to off-set that. Plus, I don’t really know what an app could offer that the website couldn’t.


Many of the people who put out valuable content are freelance consultants. Sometimes I get the impression that this is the only viable way: Freelancers (in IT) usually get paid very good day rates. The difficult bit is getting hired. That’s why it makes perfect business / marketing sense to put content out there, have a newsletter, etc. 

For me, as a full-time employee, it would be the other way around. I would go freelance to subsidize the time to create content under the risky assumption that it would be relatively easy for me to get jobs. 

I’ve actually tried that route. I never advertised workshops or facilitation but when someone asked for one, I’d usually say yes. I like preparing for the engagement and the actual job. Judging from repeat bookings by customers, I’m good at it. But consulting is a very different lifestyle, including traveling, etc.

It doesn’t seem like a good trade-off to completely change my life just to make my side projects viable and “sensible marketing”. And most importantly I really, really like my job. It’s where most of my content ideas come from – grounded in long-term experience at the same (awesome!) place. This long-term perspective seems valuable to me. I like what I’m doing. I love my colleagues. I don’t want to stop working there. I’d just like to work fewer hours.

What now?

I always tried to monetize something “extra” although I think the most valuable thing Retromat has to offer is … Retromat itself! Think about it: What would you do without Retromat? How much time does it save you? How much better are your retros because you can find activities that fit to your team’s situation?

I’ve narrowly avoided burn-out earlier this year. Without my doctor I’d be burned-out right now. Something has to change. Either I stop having projects or I find a way for them to be sustainable, i.e. earn enough money. I’ll give it one last shot:

Does Retromat create enough value for you to support it on a regular basis? Take the poll:

[Update: As of October 2020 you can become a Retro Mate \o/]

If enough people pledge their support, I will implement payment and billing. There are lots of providers in the US, not so many in Germany. I’ll have to look around. The bill will look like a regular bill for a SaaS.

If it doesn’t work out, don’t worry, Retromat will stay free and online. My projects will freeze in the state they are right now. The amazing agile coach Timon Fiddike will continue to take care of the Retromat backend. Retromat translators can still work and we would add new translators, but that’s about it. Requests regarding new activities, photos, features, questions etc. get a polite “This project is not maintained anymore”-email. I just don’t have it in me anymore after a day’s work and family time with 2 children.

How can we help?

A number of people have offered their time to help. Thank you, I appreciate it! Unfortunately I can’t think of anything that I could easily hand over to someone else. And if I could, the handing over, keeping track of it, reminding people, … Managing other contributors is work, too and not the fun kind. So right now it’s down to money. If that ever changes, I’ll publish it here.

Money will help me tackle my huge backlogs: At least 30 activities for Retromat; features  for Retromat (comments, anyone?); 50 ideas for Wall-Skills summaries; 40 topics for blog posts; 2 3 book outlines; projects like Lift-off-O-Mat, Planning-O-Mat; physical products like the Scrum Master Emergency Kit; …

My ideas are endless. Obviously I won’t be able to realize all of them. But looking at my track record, a lot of my ideas turn into realities given some time and space to breathe.

Thank you for reading and considering to support Retromat

How much money has been pledged?

Update: As of October 2020 you can become a Retro Mate \o/

Update: As of Feb 5th, 2020, 40 people have pledged about 500 Euros. After deducting income tax and a realistic no-show-rate, this is not enough to take significant time off. At least, on its own.

But maybe the “time-off”-money doesn’t have to come from a single source: I’ve partnered with German consultancy it-agile for distributing Print Retromats. So part of the “time-off”-money will come from this source \o/

And I’m working on setting up a subscription / member system. Thank you and stay tuned.

Our retrospectives are complain-fests :( – How to turn blame and whining into action

How’s this for a retrospective problem: “Our retrospectives are huge complain-fests. All the team ever does is blame others and whine, whine, whine. Honestly, I don’t know what to do…”

It’s common for newly agile teams judging from how often I have heard descriptions like “The team eternally blames external parties. They never come up with any action items.” Well, why would they when it’s all somebody else’s fault anyway…

Blaming others is a convenient way to avoid taking responsibility and changing oneself. So how do you get a team out of this attitude? I describe several tactics in the ebook “Retromat – Run great agile retrospectives” and wanted to share them with you, too:

“What are you going to do about it?”

I start by stressing “you” a lot, as in “What are _you_ going to do about it?” Here are activities supporting this angle:

Solution focus

Surprisingly you can also try a very positive angle: Talking about what the team did well sometimes opens up a window to also talk about what didn’t work out, e.g. with Appreciative Inquiry.

In general, I’m a fan of the solution-focused approach, where you avoid analyzing the problem and look for things to try out instead. The following activities fit this approach:

Change perspective

A change of perspective can help the team to empathize with their scape goat and see things in a new light. It can also do wonders if the scape goat attends the retrospective and shares their view and reasoning.


If all else fails I try an intervention along the lines of “We can’t change other people. We can only change our own perspective and behavior.”

Have you ever tried one of these with a finger-pointing team? How did it turn out?

PS: Did you know there's a Retromat eBook Bundle? Ready-made retrospective plans for beginners and all activities from Retromat for experienced facilitators. Check out the Retromat books

Retromat is not meant for beginners

Apparently, there are newly-appointed facilitators out there who just use whatever random plan Retromat spits out. Oh, my God, no!

I never, ever meant for anyone to do this. The random plan is a starting point from which everyone should merrily click left and right to create a plan that fits their and their team’s needs.

That’s what I mean with the “tweak it” in “Planning your next retrospective? Get started with a random plan, tweak it, print it and share the URL”. It might have been too subtle. To me it’s obvious that random combinations will not work well together. It’s obvious to me, because I’ve facilitated retros before and I’m experienced. It’s not obvious for someone new to retros.

How could I not realize this for so long? I guess I only get emails from people for whom it works. I don’t hear from those that fail with a random plan or those that “have to pick up the pieces after an inexperienced colleague unleashed a random retro on a team” (actual quote!). I’m so sorry!

If you’re a beginner, try my best shot at an out-of-the-box, beginner-friendly retro plan. It’s practically guaranteed to be better than a random plan.

To reiterate: Retromat is a great source of inspiration for people who know what they’re doing. It’s not a good place to start for people who lack the experience to know whether activities will go together well. In theory Retromat offers millions of plans for retrospectives. In practice only a fraction of these combinations work well. A random plan is unlikely to work out!

When you plan a retrospective with Retromat you have to make sure that you know how the results of one activity will be used in the next activity. That’s what the arrows at the sides are for: To flip through the activities to find one that fits to the activities before and after it, as well as your team’s situation.

Retromat needs some experience. Please do not recommend it to beginners without a disclaimer! Recommend Agile Retrospectives instead and if it’s urgent, this plan. Thank you!

PS: Did you know there's a Retromat eBook Bundle? Ready-made retrospective plans for beginners and all activities from Retromat for experienced facilitators. Check out the Retromat books

Retrospective fatigue? How to increase follow-through on action items

The retrospective is my personal favorite among the Scrum meetings. Why? Even if there were no other meeting, role, or artefact, retrospectives enable you to invent everything else you need to improve. In theory at least.

When I was just learning how to facilitate retrospectives, I was mainly concerned about the flow of the actual meetings. I needed to gain some routine before I had freed up enough brain cycles to realize that what happens after the retro is at least as important: The whole point is to inspect and adapt, i.e. to change something. If few of the retrospectives’ action items ever get implemented and bear fruit it’s frustrating. Ultimately it leads to retrospective fatigue where teams are unwilling to participate in the retro anymore, because “What’s the point anyway? Nothing ever changes!”

So, how can you increase follow-through and make sure that more action items are carried out? As always it depends on the situation. I’ll cover:

  • A – Team can’t agree on action items
  • B – No one feels responsible for action items
  • C – Action items are forgotten
  • D – Action items are too vague, i.e. not actionable
  • E – Team blames others instead of reflecting on own behaviors
  • F – Always the same topics and action items
  • G – No new action item because “we already have a rule for that”
  • H – We tried to change issue X – no luck yet
  • I – Too many action items
  • J – Um, we’ve got no idea if there’s follow-through

A – Team can’t agree on action items

If you don’t have a facilitator, get one or nurture one. If you do have a facilitator, the “Facilitator’s Guide to Participatory Decision Making” or a training about retrospectives (or moderation techniques) will be beneficial.

B – No one feels responsible for action items

Ass kick fairy

Each action item does have a name on it, doesn’t it? In the end of each retro check all action items and ask for each unassigned one who is going to take care of it. A single task such as “Write mail to admins about monitors” also needs a deadline. Recurring tasks such as “Pair program 2 hours per day” are assigned for the whole sprint (or indefinitely until the one resonsible transfers responsibility). The duty here is to remind everyone to comply. One of my fellow scrum masters lovingly dubbed this role “Arschtrittfee” = “ass kick fairy”.

If no one “adopts” a certain action item, throw it away. It’s obviously not important enough to the group and won’t get done anyway. Throwing it away makes the implicit decision explicit.

C – Action items are forgotten


A team might forget action items, even if there’s an ass kick fairy.  Countermeasures (simplest first):

  • Increase visibility 1 – Action items should – literally – be in everyone’s face: E.g. on the sprint board, the door, a Try-Keep-Board (see image), a rolling items list, …
  • Increase visibility 2 – Reminder stickies for each team member with their individual tasks, to stick to their monitor
  • Introduce a trigger
    • Create a calendar entry for “once per sprint”-meetings rightaway. It’s easier to cancel a meeting you don’t need than to remember and schedule a meeting during “business as usual”.
    • For continuous tasks such as “more pair programming” find a way to remind yourselves daily. E.g. make “check our action items” part of the daily standup.
    • Alternatively to setting a time trigger, you can define a triggering event such as “whenever we’ve got 3 bug tickets”.

In some cases, tasks are “forgotten” on purpose, because the responsible person is hesitant to do it. This is rampant with confrontational tasks such as “Talk to Team Brony about how their late code pushes harm our deployment and testing schedule”. Those are often conveniently forgotten. This might help:

  • Deadline – less room for “I’ll do it tomorrow”. Ideally create a calendar entry.
  • Can someone else take over or accompany?
  • Talk through the confrontation beforehand and how to handle crucial confrontations
  • Premium solution: Have a company-wide training in communication

D – Action items are too vague, i.e. not actionable

Example for a vague action item: “We won’t have failed stories next sprint”
Huh? Isn’t that always the plan? Or was it your plan to let a story fail last sprint?

What are the steps the team will take? Aim for a concrete change in behavior – including what will trigger the behavior. Ways to get there:

  • Rob asks “What could you do tomorrow in order to realize this?” Something like this is usually my first step.
  • Talk about SMART goals and explicitly check off the different letters for each action item.
  • 5 Hows (analogue to 5 Whys) an impromptu idea by Lydia. I love the idea but have yet to try it.
  • If it’s a big, important problem maybe a Micro Strategy can help.

Examples for concrete action items:

  • “We’ll learn about stories before pulling them – Recurring grooming meeting with PO on Wednesdays 9am”
  • “We’ll work at most on 2 stories simultaneously – We’ll ensure this during standup (TODO: add to standup-checklist)”

E – Team blames others instead of reflecting on own behaviors

Don’t get me wrong, I welcome teams who take initiave and confront others about problematic behavior. But talking about others is often less constructive and more a convenient way to avoid taking responsibility and changing oneself. So how do you get a team out of this attitude?

  • A PO and I once did something intervention-like, basically conveying the contents of this blog post and it worked.
  • I stress the “you” more in such teams: “What are you going to do about it?”

F – Always the same topics and action items

Hm. Is the retro always the same format? Well, that’s what Retromat is for.

G – No new action item because “we already have a rule for that”

Sometimes, teams deal with a problem early and then never again, although the problem persists. To their minds, they’ve addressed the issue. A sentence like the following rings alarm bells in my head: “We have a rule for that. If everyone just complies there’s no problem.”

Hate to break it to you: Obviously that first action item is not working. That’s precisely why we’re talking about the problem. Again. You need to try something different! Examine:

  • Is it easy to break the rule? Is there an incentive to do so? Make it easy to comply
  • Does the first approach really make sense? Do you need to try something completely different?
  • Maybe all that’s missing is a trigger? (See section C)

H – We tried to change issue X – no luck yet

Did you try it in several different ways or just the same way several times? If it’s the latter, try a different way (see previous point G). If it’s the former… There comes a time when you have to accept defeat.

God, give us grace to accept with serenity the things that cannot be changed, courage to change the things which should be changed, and the wisdom to distinguish the one from the other.

The “distinguishing”-part is very hard. How do you know you’ve tried everything? A way that’s often overlooked is whether you can gather data to convince someone. Data gathering is a great intermediate action item.

If you’ve tried several different ways and there’s group consensus that you can’t change that outside factor X, it’s better to accept defeat and explicitly bury the issue. If participants keep bringing it up, it just sucks everyone’s time and energy.

I – Too many action items

In my experience only about 60% of action items are acted on. This seems low and can lead to frustration. Also, the neglected action items are often the more important ones as they are usually harder to do.

A contributing factor to the low rate seems to be that “my” retros often end with many action items (3 – 8). In the future I’d like follow Steve Jobs’ example and put an upper limit on the number of action items to enforce focus:

[Steve] Jobs began taking his “top 100” people on a retreat each year. On the last day, he would stand in front of a whiteboard (he loved whiteboards, because they gave him complete control of a situation and they engendered focus) and ask, “What are the 10 things we should be doing next?” People would fight to get their suggestions on the list. Jobs would write them down—and then cross off the ones he decreed dumb. After much jockeying, the group would come up with a list of 10. Then Jobs would slash the bottom seven and announce, “We can only do three.”

With the next team I’ll try culling all but 3 action items to increase follow-through on the important tasks. Or I’ll go the whole nine yards and follow Jeff Sutherland’s advice:

Identify the single most important impediment at the Sprint Retrospective and remove it before the end of the next sprint. To remove the top priority impediment, put it in the Sprint Backlog as a task with acceptance tests that will determine when it is Done. Then evaluate the state of the story in the Sprint Review like any other task.

J – Um, we’ve got no idea if there’s follow-through

Well, are you happy with your progress? Or is there a “waste of time”-feeling in the air?
If so, start writing down the action items and review them daily or in the next retrospective. A Try-Keep-Board (see image in section C) is a good place to start.

Phew, that was a long one! Thanks for sticking with it 🙂

There’s probably a number of problems still missing. What have you come across? And what did you try in response?

PS: Did you know there's a Retromat eBook Bundle? Ready-made retrospective plans for beginners and all activities from Retromat for experienced facilitators. Check out the Retromat books