IDM Retrospective

Agile Retrospectives are an important part of continuous improvement loop, doesn’t matter what framework or methodology you use in organization. There are dozens of practices and exercises Agile Coaches can select from, to make retrospective more effective: Agile Retrospectives: Making Good Teams Great , Getting Value out of Agile Retrospectives: A Toolbox of Retrospective Exercises are good places to start with. However, sometimes, you might want to consider trying something radically different. Something like putting processes and tools over individuals and interactions for example.

I’ve recently run few experiments with applying Holacracy IDM (Integrative Decision-Making) and part of Governance Meeting structure to Retrospective ceremonies. Outcome was really great — one team even said it’s was “the most effective retrospective ever”, so I’d like to share this structure, preparation and tips.

You can find original Holacracy Governance Meeting structure at Governance Meetings, below are just an excerpts from original.

Preparation

You’ll need to get your Team familiar with definition of Tension:

Tension — gap between the current reality and potential you sense.

and with the structure described below. Explain, that exercise on the next retrospective is different from typical things you do, and team members are welcome to prepare both Tensions and Proposals to resolve them. I’m also preparing team for a different facilitation style for this exercise, telling that we’ll need to follow process exactly by book.

Retrospective structure

Check-in Round. One at a time, each participant has space to call out distractions and orient to the meeting

Administrative Concerns. Quickly address any logistical matters, such as time allotted for the meeting and any planned breaks.

Agenda Building. Participants add agenda items, using just one or two words per item. Each agenda item represents one tension to process. Facilitator captures them in a list.

The agenda-building step is not the time for people to explain their tensions, however. All that is needed for the agenda is a one- or two-word placeholder; anything more will be cut off by the facilitator.

Process Each Agenda Item Using the Integrative Decision-Making Process. Each agenda item is addressed, one at a time, using the IDM Process described below.

Closing Round. Once the agenda is complete or the meeting is nearing its scheduled end, the facilitator gives each person space to share a closing reflection about the meeting.

Integrative Decision-Making Process

Present Proposal

Who Speaks: Proposer Only, Unless Help Is Requested

The proposer has space to describe a tension and state a proposal to resolve it, with no discussion. The proposer can optionally request discussion just to help craft a proposal, but not to build consensus or integrate concerns.

Clarifying Questions

Who Speaks: Anyone Asks, Proposer Answers; Repeat

Anyone can ask a clarifying question to seek information or understanding. The proposer can respond or say “not specified.” No reactions or dialogue allowed.

Reaction Round

Who Speaks: Everyone Except Proposer, One at a Time

Each person is given space to react to the proposal as they see fit; reactions must be made as first- or third-person comments. No discussion or responses.

Amend and Clarify

Who Speaks: Proposer Only

The proposer can optionally clarify the intent of the proposal further or amend the proposal based on the reactions, or just move on. No discussion allowed.

Objection Round

Who Speaks: Everyone Including Proposer, One at a Time

The facilitator asks: “Do you see any reasons why adopting this proposal would cause harm or move us backward?” (an “objection”). Objections are stated, tested, and captured without discussion; the proposal is adopted if none surface.

Integration

Who Speaks: Mostly Objector and Proposer; Others Can Help

Focus on each objection, one at a time. The goal is to craft an amended proposal that would not cause the objection, but that would still address the proposer’s tension. Once all are integrated, go back to the Objection Round with the new proposal.

Facilitation tips and other

• It’s crucial to follow process exactly: if it says speaks proposer only — cut off any comments and reflections, if no discussion allowed — it means you have to cut the discussion immediately
• Objection testing is tired to other Holacracy parts, so for agile retrospective needs I use only original question to validate the objection: Do you see any reasons why adopting this proposal would cause harm or move us backward?
• I do not recommend to use this exercise often, but just as experiment
• This format typically allows to move really fast through retrospective. So, it’s possible to add new tensions to agenda dynamically. Once added, they must be processed
• Proposal is anything from agreement, action plan or action item to practice to try, policy etc
• IDM can be applied to other meetings in our organization

Thats it. Would like to hear back how it worked in your context

Originally published at www.andriipavliukov.com on November 9, 2016.