Want effective processes? Don't skip retrospectives.

They say the definition of insanity is doing the same thing over and over again and expecting a different result. Many of us have seen these patterns with organizations. They will conclude one project, saying “never again” and then... the pattern repeats itself on the next project. Whether this is the pattern of failed client expectation setting, broken estimation processes, poor communication, or something else entirely, these process errors will become a trend if you let them.  

A retrospective meeting is a time for teams to get together after the conclusion of a project or decision. During this time, individuals are able to reflect on processes and outcomes and consider how to successfully move forward. 

Too often the missing step in correcting issues from one project to another is a lack of creating space for these discussions. I’ve worked with many clients who had a history of valuing pace above all else, and they have thrown retrospectives to the wayside. Pace of work is not the same as efficiency. You may just be speeding up a broken process. At Process First Consulting, we believe strong retrospectives can be the catalyst for changes that will allow you to function more efficiently and effectively.  

Retrospectives are not only skipped because of busy schedules and the desire to go from one project quickly to the next. They’re also skipped because too often, they are ineffectively executed. If organizations aren’t seeing the value of these times to pause and reflect, no wonder they choose to skip them. However, the solution should be to fix them rather than skip them. This way, you don’t miss out on the value they can provide.  

What are some tips for successful retrospectives? 

• Have an impartial party lead the retrospective – We've seen retrospectives led by someone who has been closely involved in the project. It’s challenging for these facilitators to remain unbiased and focus on hearing all voices. Having an impartial facilitator can greatly improve effectiveness of these sessions. 

• Follow a framework – There are some great retrospective frameworks out there. Having a consistent framework allows for the team to get used to the flow of these meetings and allows for the focus of the meetings to be on the content that matters rather than ever-changing meeting agendas. (Here at Process First, we have our own preferred approach to retrospectives – feel free to ask us about it!) 

• Begin with norms – Having conversation norms agreed upon at the start of the discussion help frame the discussion and allow for professional learning and engagement. Our favorite norm to include is to make sure everyone is mindful of their contributions, allowing for all voices to be heard. 

• Capture actions – This is where most retrospectives fail. They shouldn’t be used just to talk about what worked and vent about what didn’t. You need to leave with a plan of action on changes needed to improve the process going forward. And include a clear owner of each action.  

  
  

Retrospectives can be a key tool to support process improvement and organizational efficiency.

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Looking for an impartial party to support your internal retrospective process or lead an executive retrospective? Reach out to us! We’d happily discuss how we can support you.