Retrospective Activity - Moving Motivators

A while back my perusal of Management 3.0 posts led me to an exercise called Moving Motivators. I did it by myself and thought it was interesting, and I've been wanting to try more exploratory kinds of activities with my team in our retrospectives. I thought this might be a good one, but I was determined to start small. We had an hour set aside for the entire retro, and I thought ten minutes was a good slice for something like this while still letting us talk about the sprint.

This an existing team that has had several members join recently, one of whom has previous experience with this same group but has been on a different team for a long while now, and two who do not. So I thought this might be both fun and useful as an introduction of sorts.

I printed out a bunch of card sets and asked everyone to spend a few minutes sorting them. (Mine had changed even since the last time I did the exercise.) Curious though I was about everyone on the team, I had them pair up and spend a few minutes talking just to one another about their results rather than presenting to the whole group. I participated, too, and enjoyed hearing about one of my team's motivations -- not least because they're very different from my own.

The most common question that came up while I was explaining the activity was whether the order was supposed to reflect whether that motivator was being supplied right now. I emphasized that this was general and not intended to reflect their current position -- I didn't try to bring the "what about ___ possible change" aspect of the game into our conversation.

Since I was engaged in my own conversation, I didn't get a chance to listen in on anyone else's, but conversations were clearly happening; we filled up my modest time-box without any awkward silences. I encouraged everyone to leave feedback but didn't require it; I got one note that said it was "interesting".

I was encouraged by the level of engagement. Not entirely sure how to follow up on this, although I left the door open for doing it again in the future, with different pairs of people.

Comments

Post a Comment

Popular posts from this blog

Handling Meetings with Remote Attendees

This is the third session in my brown bag series. It's not an "agile" topic really, but it was one of the things people requested a session on.  I hoped that people would bring their questions and be willing to discuss them. There were four topics proposed, and some conversation although it was mostly people in the room. Here is the outline:  Day before, set up a Trello board as an option for people to raise topics and added a link to the invitation. Recruited a co-pilot who would watch the WebEx chat and bring up anything that came in through that.  Five minutes before the session, dial in to WebEx, start camera, ensure that screen sharing is set up and the projector is working.  Noon - official start time. 
Read more

Agile Transitions as Self-Sustaining Reaction

Weird confession time? I used to be a little dubious about the long-term role of coaches and even of Scrum Masters or equivalent in an Agile organization. Once you’ve taught people the rules, what else is there to do? People are smart, and Agile methods as a rule aren’t complicated. I wondered—how could it possibly take more than a year or so to get this thing going? Then I spent several years observing an Agile transition from its initial push phase through to a kind of equilibrium, and I have gained a different understanding of the roles and the process in such a transition. I’m going to call these roles Primary Agile, because their work centers on fostering agility— and nothing else . Agile transitions can be thought of as something like a chemical reaction. The system starts in one state, and by adding some ingredients and – most importantly – energy, the system changes into a different state. For most organizations, that end state is going to be very different from whe
Read more

Shu Ha Ri Skeptic

Last year it seemed like I couldn't turn around without hearing someone talking about shu ha ri and its applicability to Scrum (it was usually Scrum, probably because other Agile techniques are less ceremonial). There's a good summary here . Although I don't practice martial arts, I do meditate and practice yoga, which I feel gives me a way toward understanding how the idea is supposed to work. When you first start practicing, after all, it takes all of your attention just to get into the poses or to glimpse a moment of still attentiveness. Why you're supposed to do a specific pose or follow a particular sequence won't fit in there until you've been doing it for a while, until the physical part has become automatic. That said, something about that metaphorical connection, about the idea of "just do the Scrum ceremonies as prescribed, and why will come later" didn't sit well with me. After a fair amount of rumination I've finally identified wh
Read more