Surface shared traits and mutual interests among team members Source: Eben Halford
This is an excellent activity for newly formed teams of 6 to 15 members. It speeds up team building by sharing traits and interests so that team members can build closer bonds than possible with just work-related stuff.
Have the team form a circle with everyone looking inwards. Leave about a foot of space between people. Depending on what you want to stress with this activity, you can ask colleagues that usually work remotely to stand about 5 feet away from the circle.
Hand a ball of yarn to a random player and tell them to hold on tight to the end of the yarn with their non-dominant hand and the ball in the dominant one. The yarn holder starts the game by saying something about themselves that is not work-related such as 'I have a daughter' or 'I play the guitar'. If this statement is true for any other team member they raise their hand and say 'Yes, that's me'. The yarn holder passes the ball to the person who raised their hand. If there's more than one, the yarn holder can choose one. If no one shares the statement the yarn holder has to make another statement.
The person who received the ball of yarn holds on to the thread and tautens it. This is the first connection in a network of shared traits. The new yarn holder now makes a statement about themselves, passes the ball while holding on to their part of the yarn and so on.
The game ends when time is up OR everybody has at least two connections OR the yarn runs out.
You can debrief with some of these questions:
What did you notice?
If you've got remote people: How does it feel to stand apart? How does it feel to have someone stand apart?
How do you feel about few (or no) connections?
What is it like to see this web of connections?
Can you be a team without this web?
What would happen if someone let go of their threads? How would it affect the team?
Is there anything you will do differently at work now?
Discuss the 12 agile principles and pick one to work on Source: Tobias Baier
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?
What would make the next iteration a perfect 10 out of 10? Source: Ben Linders
Prepare a flip chart with 2 columns, a slim one for 'Rating' and a wide one for 'Actions'. Everyone rates the last iteration on a scale from 1 to 10. Then they have to suggest what action(s) would make the next iteration a perfect 10.
Get a sense of everyone's position and reach consensus Source: Nick Oostvogels
When the team can't decide between two options, create a big scale (i.e. a long line) on the floor with masking tape. Mark one end as option A) and the other as option B). Team members position themselves on the scale according to their preference for either option. Now tweak the options until one option has a clear majority.
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.