Create a big scale (i.e. a long line) on the floor with masking tape. Mark one end as 'Great' and the other as 'Bad'. Let participants stand on the scale according to their satisfaction with the last iteration. Ask people what they notice.
Psychologically, taking a stand physically is different from just saying something. It's more 'real'.
You can reuse the scale if you close with activity #44.
Instruct participants as follows:
‘There’s a game show called ‘Tell me something I don’t know’. In it a guest states a fact, poses a related question and then the hosts ask questions in order to guess the right answers.
Here’s an example: ‘In the US you always sing along to the national anthem. In Spain no one does. Can you guess why?’ The hosts ask questions such as ‘Does it have to do with the Franco era?’, ‘Are the lyrics in a foreign language e.g. Latin?’ etc. They either guess the answer or the guest reveals it (‘The Spanish anthem doesn’t have any lyrics’).
We’re going to play this game now. Each of you will be the guest once with all the others asking questions. Reflect on the past iteration. Use the next 5 minutes to think of a fact and question.’
The fact has to fulfill 3 criteria. Write them down on a board or reveal a pre-written flipchart:
It must be something that only you know and most other team members don’t know (or are unaware of)
It must be worth knowing
It must be actionable, i. e. have the potential to spark anything
along the lines of "Let's do more/less of this.", "Watch out this doesn't happen to you.", "That was awesome. Do try it yourself.", ...
Let them write down their fact on an index card. When everyone is ready, ask the first participant to hang up their index card on the board and present their fact and question to the audience. (People who feel uncomfortable with the game flair don’t have to ask a question. They can also just tell the story around their fact without questions from the ‘audience’.) The audience asks questions to guess the answer. Short discussions are okay. The Scrum Master may also ask questions and gently steer the conversation towards possible actions. Document any actions identified during the discussion on the board. Then move on to the next participant. Use about 5 minutes per participant.
Once all the facts have been presented, the team dot-votes which fact fulfilled the 3 criteria best. The winner receives a framed “Certificate of impressive knowledge”. It documents that “$name has impressed $team with their impressive knowledge”.
The facts and actions can be input for "Generate insight" or use the actions for "Decide what to do”.
Hand out pens and sticky notes. Ask everyone for ideas on how to turn the next iteration / release into a certain desaster - one idea per note. When everyone's finished writing, hang up all stickies and walk through them. Identify and discuss themes. In the next phase turn these negative actions into their opposite.
A good debriefing deepens understanding, learning and sharing. Preparation: Download and assemble the Debriefing Cube and cards.
During the retrospective, roll the cube. Then draw a card from the category it shows and use it to prompt a discussion. Repeat as time permits.
This will broaden your debriefing options and is especially great for groups without a facilitator to enable them to effectively debrief on their own.