![]() ![]() ![]() The retro is scary since no one is willing to be open about their feelings. Team members do only as they are told, focusing solely on delivery, throwing their desire to be creative right out the door. When the desire to express oneself through work is stifled, a reluctance of expression is created. In this kind of setting, innovation and experimentation are likely discouraged because they disrupt the status quo. Many people are not comfortable talking about their feelings in the workplace and many organizations are still steeped in a rigid, corporate structure, which can lead to a culture of fear. The retro can (and usually will) bring up “touchy” subjects. Scrum Masters have an incredibly important duty to foster trust in the retro itself, ensuring it is not used for gossiping, ambushing, or the solicitation of soliciting information for malicious purposes. The better the relationship you have with them, the easier it is to have the difficult coaching conversation to let them know how destructive this is for the work being accomplished.Ģ: “I don’t want to talk about my feelings.” These managers feel they can pull people off their teams to work on urgent matters (thus, forcing them to context switch). While every Scrum team does have the time – it is built into the framework – team members who are being pulled in many different directions have non-Scrum issues which need to be resolved.Ī bit of inspection and adaption is exactly what is needed in the case of team members who are not 100% dedicated to your Scrum Team and backlog - no context switching!Īs a Scrum Master, you must cultivate relationships with the people your team members report to (more on this later). This excuse indicates that a team is somehow doing Scrum “wrong.” If the implementation of Scrum is not done “by the book,” the team will always feel like they do not have enough time and they are not focused. However, let us consider the common reasons (read: excuses) a team may be given for skipping the Retro. Unfortunately, this is the one Scrum Event that many teams (or worse, leadership) want to skip. It is this consistent cycle of inspection and adaptation that creates a high-performing team. During this Event, the Scrum team talks about the previous sprint – what went well and what can be improved – and then adapts their team processes, based on what is uncovered in that discussion. The Sprint Retrospective, or “Retro,” is a Scrum Event that occurs at the end of every Sprint. The Scrum Guide defines the sprint retrospective as “an opportunity for the Scrum Team to inspect itself and create a plan for improvements to be enacted during the next Sprint.” ![]()
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