Make Collaboration a Focus.
A retrospective is a regular meeting aimed at improving the collaboration within a project team or department. What makes this format unique is its focus on teamwork. It’s not about clients, projects, or deadlines – it’s about how people work together. Outside of teams using SCRUM, this type of meeting rarely happens, but in our experience, it’s always beneficial.
Changing Habits
Every department and team is a social system with its own rules, habits, preferences, and dislikes. Some of these are intentional and helpful for collaboration, while others creep in and are not helpful at all. The retrospective offers a great opportunity to address behaviours, dynamics, and habits that are rarely discussed but have a significant impact on the outcome. It becomes a tool for making substantial changes to team habits.
Preventing Conflicts
A very positive effect of the retrospective is that teams quickly start working "better" together. Hurt feelings, misunderstandings, and conflicts are brought to the table early, offering a chance for resolution without the need for a manager’s intervention or mediation. Conflicts often escalate when they aren’t addressed and resolved promptly. This works best when the retrospective is held regularly (not just every few months).
This is how #Retrospektive works
The agenda for the retrospective is simple: “Keep, drop, try.” In other words: What are we doing well and want to continue? What are we not doing so well and want to stop? And finally, what new things do we want to try? The retrospective is held at regular intervals - we recommend every two weeks, but at least every four weeks - so that even small issues affecting collaboration can be addressed and changed.
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ShareEvery department and team is a social system with its own rules, habits, preferences, and dislikes. Some of these are intentional and helpful for collaboration, while others creep in and are not helpful at all. The retrospective offers a great opportunity to address behaviours, dynamics, and habits that are rarely discussed but have a significant impact on the outcome. It becomes a tool for making substantial changes to team habits.
A very positive effect of the retrospective is that teams quickly start working "better" together. Hurt feelings, misunderstandings, and conflicts are brought to the table early, offering a chance for resolution without the need for a manager’s intervention or mediation. Conflicts often escalate when they aren’t addressed and resolved promptly. This works best when the retrospective is held regularly (not just every few months).
The agenda for the retrospective is simple: “Keep, drop, try.” In other words: What are we doing well and want to continue? What are we not doing so well and want to stop? And finally, what new things do we want to try? The retrospective is held at regular intervals - we recommend every two weeks, but at least every four weeks - so that even small issues affecting collaboration can be addressed and changed.
Know someone who’d love this hack?
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