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![–Agile Alliance
“Being an all-hands meeting, a retrospective comes at a significant
cost in person-hours. Poor execution, either from the usual causes of
bad meetings […] or from causes specific to this format (lack of
trust and safety, taboo topics), will result in the practice being
discredited, even though a vast majority of the Agile community views it
as valuable”](https://image.slidesharecdn.com/retrospectivesoutsideit-160509054017/75/Retrospectives-outside-it-18-2048.jpg)
![–Coaching Supervision at its B.E.S.T
“Supervision is a safe reflective place for all individuals […] to explore
their own work in partnership with a skilled and respectful
professional. It promotes the safety of all stakeholders, enhances
ethical awareness and encourages growth and learning for all
parties.”](https://image.slidesharecdn.com/retrospectivesoutsideit-160509054017/75/Retrospectives-outside-it-29-2048.jpg)
Uploaded byAki Salmi
Retrospectives outside it
The document discusses the role of retrospectives in Agile practices, particularly within Scrum, emphasizing the importance of creating a safe environment for team members to reflect on their work. It outlines different levels of retrospectives from basic reflection to more complex formats that require trust and safety. Furthermore, it highlights the significance of supervision in supporting Scrum Masters and teams, along with strategies for improving group dynamics and emotional intelligence within the retrospectives process.
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Retrospectives outside it
- 1. Retrospectives outside IT “IfI’d want an easy job, I’d be a programmer” - Aki Salmi
- 2. –Johnny Appleseed I can’tjust go give a talk and say “what I do is call it a safe space and then some magic happens and it works”…
- 3. @rinkkasatiainen aki.salmi@iki.fi www.rinkkasatiainen.fi Hiking Guide (SuomenLatu) Supervisor (independent) (soon) P.E.T Trainer (independent) ex-ScrumMaster Software Craftsman conference organiser Craft in joy? Crafting joy
- 4.
- 5. Structure of thetalk • 30+ minutes of talk • Intro / who is rinkkasatiainen • background • “call it a safe place” • outro
- 6. Ever been ona team where • retrospectives are _not_ held after each sprint?
- 7. How many ofyou • are ScrumMasters • facilitate Retrospectives • ever had a feeling ‘something strange is happening here, and I have no idea what’
- 8. What is themost challenging part, in being ScrumMaster?
- 9. Working with people Workingwith folks Working with myself
- 10. Be always present,not always visible
- 11.
- 12.
- 13. The definition of‘retrospectives’
- 14. –Scrum Alliance “The sprintretrospective meeting is held at the end of every sprint after the sprint review meeting. The team and ScrumMaster meet to discuss what went well and what to improve in the next sprint. The product owner does not attend this meeting.”
- 15. –Agile Alliance “often Theteam meets regularly, usually adhering to the rhythm of its iterations, to explicitly reflect on the most significant events to have occurred since the previous such meeting, and take decisions aiming at remediation or improvement.” …
- 16. –Agile Alliance “This isoften a facilitated meeting following a set format. Several distinct formats have been described, depending in large part on the time set aside for the meeting, typically between one and three hours. One important reason to use a facilitated format is to give all team members an opportunity to speak up.”
- 17.
- 18. –Agile Alliance “Being anall-hands meeting, a retrospective comes at a significant cost in person-hours. Poor execution, either from the usual causes of bad meetings […] or from causes specific to this format (lack of trust and safety, taboo topics), will result in the practice being discredited, even though a vast majority of the Agile community views it as valuable”
- 19. –Agile Alliance “retrospectives promoteownership and responsibility by the project team with respect to all aspects of the process; participants can understand the rationale behind all process decisions.”
- 20. Retrospective levels from retrospectives1.0 to retrospectives 3.0
- 21. Retrospectives 1.0 • whatdid we do? • what went well? • what to improve?
- 22. Retrospectives 2.0 • “Thebook” • A process • practices • bag of tricks • prerequisites: trust and safety • with this only, we can make miracles!
- 23. Retrospective 3.0 • Process •similar, bit less structure, longer, slower • bag of tricks • => changed to something different • Prerequisites • Trust and Safety
- 24. What people sayabout retrospectives 3.0
- 25. Peter Kofler: “People talkmore on your retrospectives” Klaus Nagel: “At codefreeze you did a really great retrospective and there I realized how important that is.”
- 26. This is whatI’m aiming to provide “what have I learned”
- 28.
- 29. –Coaching Supervision atits B.E.S.T “Supervision is a safe reflective place for all individuals […] to explore their own work in partnership with a skilled and respectful professional. It promotes the safety of all stakeholders, enhances ethical awareness and encourages growth and learning for all parties.”
- 30. Safety revisited • physicalsafety • psychological safety • social safety • spiritual safety
- 31. Psychological safety • it’sabout BEING ACCEPTED • by building confidence on us • allowing us to BE OURSELVES • which encourages me to express feelings and needs • and wanting me BE my TRUE SELF • and helps me to BE VALUED
- 32. Social safety • Iam who I am • I am valued • We’re on this together
- 33.
- 34. History • since 1950s •exploration of work • mostly in emotionally intensive environments • long process - slow • different schools • solution-oriented, community- dynamics, systemic, etc. Scrum vs. Kanban?
- 35. Supervision types • individual •groups (e.g. ScrumMasters possibly from different companies) • work groups (Scrum team + SM + po) • leaders • crisis
- 36. Ethics • our ethicsare defined by the association of Supervisors (STOry) • loyalty to client, supervisee, self • => I need supervision for my supervision. • highly confidential
- 37. What is inmy backpack nowadays?
- 38. Dynamics: a patternor process of change, growth, or activity Merriam-Webster
- 39. Group Dynamics • coalescencebreeds dynamics • highly emotional process • in all interaction, cooperation and experiences
- 40. Group Dynamics inAction • lost core task (rewriting of software over value to customer) • tensions between (sub-) groups • dynamics of big groups (more than 10 people) • power of three • authority
- 41. Supervisors’ / ScrumMasters’toolbox • trust and love • respect • joy • sorrow • courage • gratitude
- 42. ScrumMaster’s greatest aid •Have someone to talk to
- 43. Emotional intelligence -a true story
- 44. Emotional intelligence -what did I do • Listening to one’s own body. • to recognise feelings and dynamic tensions • to differentiate own feelings from those of others’ • be able to act, while feeling emotions. • value sympathy and empathy
- 45. Listening • Reflecting backsensitively. • and appropriately • Active Listening • NVC (Nonviolent Communication)
- 46. Clean Language • Usingdeep listening • clean question • opening and closing (NOT open vs. closed) • reflecting back specific words used by the supervisee. • Maintaining total presence in mind and body and focusing on the language and unique style of the clients
- 47. I as aContainer (IAAC) • carrying items from earlier to future • adding observations, feelings, words to my book. • Going through previous notes, before the next session • trying to build a process from one session to the next.
- 48. Learning • as Growth •emergent • within individuals’ thoughts, in interactions within people • as Change • my own choice - my activity - I choose to attend • emotional coalescence to the event • individual processing of new information and sharing within community
- 49. Opinions • They arelittle black and white?
- 50. Opinions, given roomto grow
- 51.
- 55. All that, soundslike retrospectives?
- 56. –Coaching Supervision atits B.E.S.T “Supervision differs from coaching in that it has a broader, deeper and less defined remit. It is usually longer term and supports the development of the coach in the service of their client.”
- 57.
- 58. What would Ido differently as ScrumMaster
- 59. What I wouldbuild upon?
- 60. • Prerequisites • KEEP:safety • Process • KEEP: retrospectives (the Agile Alliance way) • ADD: supervision (of some sort) • Bag Of Tricks • UPDATE: into backpack of reactions
- 61. Extras • I’d beobservant on group dynamics • supervision for the group (SM + PO included) • group supervision for group of SMs (or individual supervision) • a balancing act between retrospectives and some deeper discussions.
- 62.
- 63. –Gitte Klitgaard @NativeWired Ican’t just go give a talk and say “what I do is call it a safe space and then some magic happens and it works”…
- 65.
- 66. Be Present Have someone wholistens
- 67.
- 68. Be present. Bekind to oneself.
- 69. What to read •https://medium.com/@evanderkoogh/the-single-most-important-thing-to- master-as-an-agile-coach-22dd31d1d80d#.xgdkbxal2