This is not the time to berate an individual for poor performance. Remember, retrospectives are about empowering the team, not shaming them. Identify ways the team could have arrived at a better solution. Then examine the outcome of the sprint or the final product, and ask questions like:ĭid the team overestimate or underestimate the work required to complete the design?ĭid an external factor derail productivity?Īnd, most importantly, does the final design actually solve the user problem? When do you think we had the biggest challenge as a team? Questions you might ask during this part of the retrospective include: At what point were there missteps? What caused those challenges? Share your perspective if one or two phases did not go according to plan. Look at each stage of the design sprint to structure feedback: understand, ideate, decide, prototype, and test. Groupthink prevents each person from having an equal say, and it can mean that certain areas for improvement are overlooked. Groupthink can occur in a group discussion when one person expresses an opinion and everyone immediately agrees with that opinion, rather than sharing their own feelings about an issue. This eliminates concerns about offending someone and reduces the risk of groupthink. Then all the improvements can be discussed together. If anyone is afraid to speak up, ask everyone to write their thoughts anonymously on individual sticky notes. You could even take turns going around the circle and adding challenges to a shared list. Your team will want to know what went wrong so you can all do better next time.Įncourage everyone to join in the discussion about ways to improve. Celebrating success builds relationships and increases team cohesion and harmony!Īfter you have highlighted everything that went well, it's time to shift gears and think about areas that can be improved. This is also a good time to recognise a team member's strong performance. What helped you contribute best to the team during this sprint? What tools saved you the most time and effort? Questions you might ask in this part of the retrospective include: Analyze your team's successes and consider how they can be applied to future sprints. Or maybe adding a new digital tool improved the team's productivity. Perhaps a new process was created that could be applied to future sprints. Start the retrospective by discussing the parts of the design sprint that were successful and areas where the team did well. Before the retrospective begins, tell the group that any feedback will be used to reflect on the experience and improve the process for the next sprint. Make sure everyone feels empowered to share their experiences and that personal identifiers, such as race or gender, do not prevent members from being honest. The most important questions to ask during a retrospective are:Īnswering these questions will help you work better as a team and as individuals. One of the most effective retrospectives I have attended was one where people actually felt comfortable and we focused on continuous improvement. If something did not go well, this is your chance to make sure you have the resources and tools to do better next time. Retrospectives are about empowering you, not shaming you. They can help you work better as a team, improve communication with clients, and even point out areas where you can grow as an individual. The person who led the sprint will lead the conversation, and someone will take notes so the team can use the feedback to make the next sprint even more productive. The goal is to make sure everyone who participated in the sprint has a chance to provide feedback. Retrospective meetings do not have a specific agenda. We usually hold retrospective meetings immediately after the sprint so everyone's thoughts are still fresh. The retrospective is a collaborative critique of the team's design sprint.
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