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In my experience, either: - A few people end up discussing some minor point only of interest to them while everyone else stares into space - Every retrospecti
by zelos 11y ago
In my experience, either:
- A few people end up discussing some minor point only of interest to them while everyone else stares into space
- Every retrospective ends up being the same as the previous one: it's like someone recorded a meeting 2 years ago and plays it back every 8 weeks
- Things that went well are all internal; things that went badly are all other teams' fault (this can't always be true)
Yes, I realise those aren't really agile issues, just a symptom of having a relatively poorly defined meeting with lots of people.
- kamaal 11y ago>>A few people end up discussing some minor point only of interest to them while everyone else stares into space Mostly the manager's minions and pets talk, generally in a softer tone more towards appreciation bordering sycophancy. The remaining fear to give any genuine feedback, fearing retribution. If some one does speak they are taken as non team players who will be handled appropriately the next raise/promotion cycle. There fore no one talks.
- warfangle 11y agoThe scrum master or even "team lead" is supposed to catalyze things a little bit in those situations. A lot of times there's a culture of "everyone knows about it, but nobody will say anything about it because they're afraid of the axe," where "it" is the thing that's horribly wrong.
- BenLinders 11y agoThese are clear symptoms of not having retrospectives facilitated in a proper Wat. A good facilitator uses different exercises, has people focused on a fixed scope or time period to catch learning points, supports a team in coming up with actions that they can do immediately and that are small enough to finish on a short notice.