{"id":76,"date":"2007-06-24T17:03:00","date_gmt":"2007-06-24T16:03:00","guid":{"rendered":"http:\/\/judykat.com\/ken\/2007\/06\/24\/retrospectives-and-the-hair-shirt\/"},"modified":"2007-06-25T02:50:37","modified_gmt":"2007-06-25T01:50:37","slug":"retrospectives-and-the-hair-shirt","status":"publish","type":"post","link":"https:\/\/judykat.com\/ken-judy\/retrospectives-and-the-hair-shirt\/","title":{"rendered":"Retrospectives and the Hair Shirt"},"content":{"rendered":"

Scrum is really simple, barely a process, more a framework. The hard work in using Scrum is fixing the things that it exposes, actually inspecting the things that it makes transparent and adapting to optimize the results and the organization that produces the results. — Ken Schwaber Scrum and NonScrum<\/a><\/p><\/blockquote>\n

My team embraces retrospectives. Every two weeks we list what we’ve done well and what we didn’t. We choose one or two things to do differently in the next Sprint. We revisit those commitments over time to see what progress we’ve made.<\/p>\n

My team exists in a larger company. <\/p>\n

In Waltzing With Bears<\/a>\"\", the one irrefutable reason to not do risk management is when no one else is doing it. If you are the only one presenting costs and possible negative outcomes management will assume your projects are troubled<\/em> and you are a negative thinker<\/em>. They’ll fund proposals that by comparison look cheap, safe and promise outstanding success. <\/p>\n

I don’t exist in that extreme situation. But my team’s willingness to acknowledge mistakes is sometimes taken for negativity. Our willingness to admit the possibility of failure sometimes provides support to skeptics. Our willingness to question assumptions is sometimes seen as stone throwing.<\/p>\n

Leading Change<\/strong><\/p>\n

In order to build something new we straddle two realms. In one we cultivate our aspirations and in the other we struggle to attain them.<\/p>\n

At times we need to set aside our skepticism to see the world as it should be and people as we hope they are. Other times, we need to see how far we are from where we aspire to be, dig our feet into the soft earth and push.<\/p>\n

Jeff Sutherland has a simple exercise for spurring organizational change<\/p>\n