Partnership & Possibilities – Episode 4, Season 2

Friday, February 8th, 2013

Partnership & Possibilities: A Podcast on Leadership in Organizations

“If we admit that we can continually improve, we somehow think we’re admitting we’re not enough right now. And I don’t think of it that way, I think we are doing the best we can right now, and we can identify a new level of best and strive for that.”

Running time 45:53

What are you seeing in your organization? Where are your disappointments and what progress is being made? Where you are seeing real progress being made, how it is made and how is it sustained?

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Intro – The state of retrospectives in Agile and the purpose for continuous improvement.
2:34 – Introducing change in an organization that can stick despite changes in leadership.
7:00 – The challenge of the retrospective– what it is and how to implement it effectively.
12:32 – What is the difference between a check in the box and a real learning experience?
15:06 – Understanding one’s power in being able to make changes in spite of possible or imagined repercussions.
20:58 – The impact of change on the individual – how change is interpreted can make it difficult to assess and/or implement.
25:30 – Engaging everyone in the team in the retrospective by providing an opportunity for each member to lead and own the retrospective.
32:24 – How to increase positive developments in organizations so they are no longer the exceptions but the “rule”.
35:51 – Learning by observation can sometimes be more powerful.
40:57 – Organizational change does happen, it may just take time for it to take effect.

Agile Retrospectives: Making Good Teams Great by Esther Derby and Diana Larsen

Photo Credit: Ian Sane via Compfight cc

One Response to “Partnership & Possibilities – Episode 4, Season 2”

  1. Oluf Says:

    This was a really interesting episode. I listened to it many months after it came out (during the end of July 2013), and I’m wrestling with the situation that Diana laments: retrospectives that either don’t happen, happen as a “checkmark” meeting, or happen the same way every time with little variation in the activities.

    I also recognized the pattern of having a team of facilitators that can help each other out. I built just such a team a few years ago, with the sole, selfish intent of having a group of people I could ask to facilitate my sprint retrospectives. We had a great run for about a year or so, running on volunteer time and pretty much no budget, until a reorganization left us with no support from management and we had to disband due to layoffs and increased workloads for everyone. I got to lead-facilitate two fairly big retrospectives that way, which was incredibly rewarding. Fond memories…

    I wonder how much of the root of letting retros slide over time is that teams don’t invest in facilitation training and learning about varying the activities in the retro? Any data on that? Is it time for a concerted “revival” for retrospectives?

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