Quotes from Esther Derby

Dana followed a specific structure: Set the stage. Gather data. Generate insights. Decide what to do. Close the retrospective.

Then ask everyone in the room to speak. When someone doesn't speak at the beginning of the retrospective, that person has tacit permission to remain silent for the rest of the session.

Useful goals for retrospectives include the following: Find ways to improve our practices. Discover what we were doing well. Understand reasons behind missed targets. Find ways to improve our responsiveness to customers. Rebuild damaged relationships.

The first time you attempt a retrospective that goes beyond asking "What went well?" and "What should we do differently?" it will take time to prepare.

Group dynamics include team member interactions and emotions. You aren't responsible for other people's emotions, but as retrospective leader, you are responsible for keeping the session productive. And that means you need to be prepared to handle emotional interactions and situations.

Hold it." Then say, "I want to hear what you have to say, and I can't when you're shouting. Can you tell us why without shouting?

Tom isn't an evil person—he is well regarded in his company. Neither is Brad, who is actually quite lovely with colleagues. Anyone can be knocked off balance and may respond incongruently. Incongruence does not make someone a bad person, but it can render them less effective. Situations that involve significant change are particularly likely to cause people to lose balance.