Prepare 1 set of cards per team member. A set of cards contains 1 elephant card, 1 boot card, 1 happy sun card, and 1 moon card. Explain how they each choose one card from their set:
If a team member thinks there is at least one 'Elephant in the room' (unspoken but important problem) for this team, then choose the Elephant card. Choosing this card doesn't mean that they have to talk about the Elephant or even say what they think the problem is.
If there are no Elephants, but they got their feelings hurt in an interaction at least once since the last retrospective (and didn't mention it), choose the Boot crushing flower card.
If everything is hunky dory for them, choose the Happy Sun.
If they're uncomfortable sharing, or don't feel like any other card fits, choose the neutral Moon.
To preserve anonymity, everyone places their chosen card face down on the feedback pile and the rest of their sets face down on a discard pile. Shuffle the discard pile to ensure anonymity and put it aside. Shuffle the feedback pile and then reveal the cards one at a time.
If your team has 1 or more Elephants in the room, you have some serious issues with psychological safety. Let the team sit with their new knowledge and offer a larger retrospective soon to make space for them to share if they wish, but do not ask directly who chose what. Preserve the anonymity and do not coerce explanations of the chosen card! This is a critical opportunity to build trust and preserve your ability to gain insight into the state of the team.
In the same way, depending on the size of your team, two or more hurt feelings suggest that you may have safety issues. Two or more Moons also suggests a lack of psychological safety. Take this feedback into consideration when designing your next retro. There are lots of great ways to more thoroughly dive into and surface learnings, this activity just points out when such a retrospective is needed.
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.
Asking and answering go around the team circle - an excellent way to reach consensus Source:
Everyone sits in a circle. Begin by stating that you'll go round asking questions to find out what you want to do as a group. You start by asking your neighbor the first question, e.g. 'What is the most important thing we should start in the next iteration?' Your neighbor answers and asks her neighbor a related question. Stop when consensus emerges or the time is up. Go around at least once, so that everybody is heard!
Let team members appreciate each other and end positively Source:
Agile Retrospectives who took it from 'The Satir Model: Family Therapy and Beyond'
Start by giving a sincere appreciation of one of the participants. It can be anything they contributed: help to the team or you, a solved problem, ...Then invite others and wait for someone to work up the nerve. Close, when no one has talked for a minute.