The Secrets of Facilitating Retrospectives and other Meetings
Retrospectives and other meetings are typically the events where information is shared and decisions are made. This means, that a lot of work is done or at least guided by such meetings. Moreover as a coach, most often you are leveraging retrospectives and other meetings in order to introduce change or to deal with challenges during change.
Luckily, meanwhile there are a lot of books available focusing on techniques, activities, games, and the structure of retrospectives. These books and the respective courses provide a good foundation for leading a retrospective. Yet, these are tools only. Because, although we often have a great toolbox of facilitation techniques handy, the retrospectives we're facilitating aren't always successful. The reason is that we're putting too much emphasis on games, activities, and formats and too less on the craft of facilitation. In this session you will learn what to focus on when preparing a retrospective (or a similar facilitated event), how to ensure that as a facilitator you will have the "right" attitude, and how to ensure smooth group decisions. By understanding the role of the facilitator you will learn for example, how to keep all participants engaged (even the quiet ones and without having the talkatives using up the whole time), or how to deal with issues that are not solvable by the team.
In this session I want to share my experiences based not only on having facilitated many retrospectives, yet also on having completed both a course of teacher training and of professional facilitation.
Outline/structure of the Session
- Set the stage by clarifying the goal (5min)
- Preparation (methodical, personal, ...) (15min)
- Design & Construction (dealing with time, framing activities, ...) (15min)
- Facilitator's Attitude (Theme Centered Interaction, constructivism, group dynamics, what to do under pressure, …) (20min)
- Specific Problems (unsolvable problems, always the same problems, decision making, ...) (15min)
- Debrief & Wrap-Up (5min)
- Learn how to ensure a group decision with the buy-in from everyone
- Learn to deal with timeboxes: when do they help, when do they disturb
- Understand the importance of the preparation (methodical, physical, personal, organizational)
- Increase your awareness of group dynamics
Developers, Scrum Masters, Product Owner, Managers, Project Managers, and anyone who wants to improve his/her facilitation skill
schedule Submitted 1 year ago
People who liked this proposal, also liked:
How to start a coaching engagement (and where to go from that)Guillaume Duquesnay
schedule 10 months agoSold Out!
Evasive definitions, hippie style advice, sometimes that’s all you got when you ask about coaching, and the agile community is no exception.
When I started coaching myself I was dubious about all this fuzziness. My clients had honored me with a very powerful role, and they deserved to get the best of it. So I went to “serious” coaches for guidance, who I found adamant about the topic. “Coaching is a job with a structured approach, its specific rules and practices”. “No, your agile coaching does not escape these rules”.
Everyday since, I thank them for the simple yet structuring tools they gave me. Today I feel like a duty to share them again with others.
All it takes to start a powerful coaching engagement is to
- set up your coaching frame properly and safely (for your client, for you)
- follow a few do and don’t
- be equipped with a few tools
The rest you’ll learn on the way, improving and developing your style, eventually joining a school or another. That’s another story. As for my session, I just want to help you start on the right way by giving you practical tools on how to start, and some guidance for following up.
Many of the examples I will use are of course Agile coaching examples (my major topic of coaching).
Bonus : come with your practical case, we'll work on it!
How Collaboration Works or Doesn'tBecky Winant
schedule 10 months agoSold Out!
Agile meetings do not always go smoothly. Especially when you work in a geographically distributed team or get moved from one team to another. How can you discover what might be going on when things go awry? This session will have a brief simulation of a meeting. Three volunteers will play agile roles with typical challenges we experience. As a group we will share observations about the interactions, and what we thought we understood, but may not have. This session introduces the Satir Interaction Model and a broader understanding of how we might correct mis-interpreted behavior and commenting.
Sociocracy – A means for true agile organizationsJutta Eckstein
schedule 1 year agoSold Out!
Sociocracy is a way for groups and organizations to self-organize. Based on four principles only (self-organizing teams, shared decision making based on consent, double-linking, and electing people to functions and tasks), sociocracy provides a path for existing organizations toward empowerment and self-responsibility on all levels. It enables managers to become agile leaders. Different to comparable models, sociocracy allows companies to start where they are – with their existing organizational structures and the like. It seems to be a perfect fit for organizations which are in the need to be agile truly (due to market pressure), beyond their IT departments and software teams.
Moreover, on the team level - sociocracy provides a means for the Scrum Master and/or coach to enable self-organization.
Surviving and Creating ChangeJutta Eckstein
schedule 1 year agoSold Out!
The necessity of rapid change is the topic number one nowadays. This regards on the one hand organizational change that we need to create and promote in order to stay in business, to respond to market pressures, and to be innovative. On the other hand this respects change that we face as organizations and individuals.
During this workshop I want to provide answers –using both theory and practice– to the following questions:
- What’s happening with affected persons during a change?
- According to complexity theory there is no resistance to change. So why is change still hard and how can we introduce change smoothly?
- What is fundamental to every change?
- What needs to be considered for implementing change successfully?
In order to answer these questions we will make use from the insights from different change models.