Ask each team member to briefly describe how their right neighbour felt during the iteration. Their neighbour confirms or corrects the guess. Once all participants shared their best guess about how their teammates felt, you get an idea of how connected they are, how communication is flowing in your team and if people are aware of the feelings expressed, in some way, by others.
Discuss the 12 agile principles and pick one to work on Source:
Print the principles of the Agile Manifesto onto cards, one principle per card. If the group is large, split it and provide each smaller group with their own set of the principles.
Explain that you want to order the principles according to the following question: 'How much do we need to improve regarding this principle?'. In the end the principle that is the team's weakest spot should be on top of the list.
Start with a random principle, discuss what it means and how much need for improvement you see, then place it in the middle. Pick the next principle, discuss what it means and sort it relatively to the other principles. You can propose a position depending on the previous discussion and move from there by comparison. Repeat this until all cards are sorted.
Now consider the card on top: This is presumeably the most needed and most urgent principle you should work on. How does the team feel about it? Does everyone still agree? What are the reasons there is the biggest demand for change here? Should you compare to the second or third most important issue again? If someone would now rather choose the second position, why?
Find the source of problems whose origins are hard to pinpoint and lead to endless discussion Source:
Write the problem you want to explore on a sticky note and put it in the middle of a whiteboard. Find out why that is a problem by repeatedly asking 'So what?'. Find out the root causes by repeatedly asking 'Why (does this happen)?' Document your findings by writing more stickies and showing causal relations with arrows. Each sticky can have more than one reason and more than one consequence Vicious circles are usually good starting points for actions. If you can break their bad influence, you can gain a lot.
Gauge participants' satisfaction with the retro on a scale from 1 to 5 in minimum time Source:
ALE 2011, Corinna Baldauf
Put sticky notes on the door with the numbers 1 through 5 on them. 1 is the topmost and best, 5 the lowest and worst.When ending the retrospective, ask your participants to put a sticky to the number they feel reflects the session. The sticky can be empty or have a comment or suggestion on it.