Your team is hesitant about Agile retrospective feedback. How can you overcome their resistance?

Team member(s) not talking up during retrospectives can happen. Many factor can be attributed to this behavior. Some common ones can be: # Fear of blame where team members worry about being singled out for mistakes # Lack of perceived value how retrospectives contribute to project success. # Team hierarchy factors To overcome all of the above building TRUST is the most crucial factor but we need to remember trust doesn't happen overnight. A safe environment is required for that, where team members feel secure sharing honest feedback without fear of blame or repercussion. Lead by example by demonstrating how you are open to feedback yourself and how you plan to improve. When team members believe their input is valued they open up.

Feedback: A Catalyst for Growth Effective feedback is crucial for fostering a positive and productive work environment. It serves as a catalyst for personal and professional development. While appreciation boosts morale, constructive criticism drives improvement. Managers should prioritize constructive feedback, focusing on specific behaviors rather than personal attacks. By embracing feedback as a tool for growth, individuals and teams can enhance performance and achieve shared goals.

La base me semble être la directive première, que je rappelle à chaque rétro sur l'outil collaboratif : “Indépendamment de ce que nous découvrons, nous comprenons et nous croyons sincèrement que chacun a fait du mieux qu'il ou elle a pu, selon ce qui était connu à ce moment, ses aptitudes et capacités, les ressources disponibles et le contexte du moment.”- Norman L. Kerth Après un ice breaker (pour déconstruire la barrière de la première prise de parole dans un évènement), rappeler cette règle permet de resituer le cadre afin de pouvoir être à l'écoute et ouvert envers les autres membres de l'équipes.

La retro est le moment prévu pour améliorer les pratiques en se questionnant, prenant du recul, soulignant ce qui est bien fait, ce qui marche moins bien et en utilisant l'intelligence collective pour aborder le problème sous un nouveau jour.

To overcome my team's hesitation, I introduce the "Start, Stop, Continue" method and turn it into a game. Each team member writes down things we should start doing, stop doing, and continue doing on colorful sticky notes. We then use a virtual whiteboard tool like Miro to place these notes. To add a fun twist, I assign points for each category and offered a small prize for the most insightful feedback. This approach makes the process less intimidating and more enjoyable. For example, once one team member suggested we "start" using more visuals in our presentations, which was a great idea that we implemented immediately. This gamified, structured approach encouraged open participation and demonstrated the positive impact of their feedback

Permettre à l'équipe d'animer ses évènements est importante. Cela indique la confiance qu'on leur porte et soutien entre autres : l'autonomie, la responsabilisation et l'engagement de ses membres.