Member-only story

Retrospectives Antipatterns Abound: An Academy for Avoiding Common Pitfalls

Gilbert Cox

·10.3k Followers· Follow

Published in Retrospectives Antipatterns Abound Academy

7 min read

593 View Claps

56 Respond

Save

Listen

Retrospectives are a powerful tool for improving team performance. They provide a structured opportunity for teams to reflect on their work, identify areas for improvement, and make plans for the future. However, retrospectives can be derailed by common antipatterns. These antipatterns are behaviors or practices that can prevent teams from getting the most out of retrospectives.

This article identifies and provides solutions for 10 common retrospective antipatterns. By avoiding these pitfalls, teams can improve the effectiveness of their retrospectives and get the most out of this valuable tool.

The Blame Game

The blame game is one of the most common retrospective antipatterns. This occurs when team members focus on blaming individuals or groups for mistakes or problems. The blame game is counterproductive because it creates a negative and defensive atmosphere. Instead of focusing on solutions, teams that engage in the blame game are more likely to dwell on problems and assign fault.

Retrospectives Antipatterns

by Abound Academy

4.6 out of 5

Language	:	English
File size	:	3631 KB
Text-to-Speech	:	Enabled
Screen Reader	:	Supported
Enhanced typesetting	:	Enabled
Word Wise	:	Enabled
Print length	:	288 pages

Solution: To avoid the blame game, teams should focus on identifying the root causes of problems and developing solutions. Teams should also create a safe and supportive environment where team members feel comfortable sharing their thoughts and ideas without fear of judgment or retribution.

The Wish List

The wish list is another common retrospective antipattern. This occurs when teams spend their time generating a list of unrealistic or unattainable goals. The wish list is counterproductive because it can lead to frustration and disappointment. Instead of focusing on tangible improvements, teams that create a wish list are more likely to get bogged down in daydreaming and wishful thinking.

Solution: To avoid the wish list, teams should focus on generating actionable goals that they can realistically achieve. Teams should also prioritize their goals and focus on the most important ones.

The Too Much Talk, Not Enough Action

The too much talk, not enough action antipattern occurs when teams spend too much time discussing problems and not enough time developing solutions. This antipattern is counterproductive because it can lead to inaction and paralysis. Instead of taking concrete steps to improve, teams that engage in this antipattern are more likely to get stuck in an endless cycle of talk and debate.

Solution: To avoid the too much talk, not enough action antipattern, teams should focus on developing concrete action plans. Teams should also set deadlines for their action plans and hold themselves accountable for achieving their goals.

The Groupthink

The groupthink antipattern occurs when teams make decisions based on consensus rather than critical thinking. This antipattern is counterproductive because it can lead to poor decisions and missed opportunities. Instead of challenging each other's ideas, teams that engage in groupthink are more likely to conform to the group's consensus, even if it is not the best decision.

Solution: To avoid the groupthink antipattern, teams should encourage critical thinking and open discussion. Teams should also be willing to challenge each other's ideas and consider multiple perspectives.

The Status Quo Bias

The status quo bias antipattern occurs when teams are resistant to change and prefer to maintain the status quo. This antipattern is counterproductive because it can prevent teams from improving their performance. Instead of embracing change, teams that engage in the status quo bias are more likely to stick to the old ways of ng things, even if they are not working well.

Solution: To avoid the status quo bias, teams should be open to change and experimentation. Teams should also be willing to take risks and try new things.

The Not Invented Here Syndrome

The not invented here syndrome antipattern occurs when teams reject ideas or solutions that are not invented by the team itself. This antipattern is counterproductive because it can limit the team's access to new and innovative ideas. Instead of considering ideas from outside sources, teams that engage in the not invented here syndrome are more likely to dismiss new ideas because they are not their own.

Solution: To avoid the not invented here syndrome, teams should be open to ideas and solutions from outside sources. Teams should also be willing to collaborate with other teams and learn from their experiences.

The Perfectionism Paradox

The perfectionism paradox antipattern occurs when teams strive for perfection and are unwilling to compromise. This antipattern is counterproductive because it can lead to delays and missed deadlines. Instead of releasing a good enough product, teams that engage in the perfectionism paradox are more likely to get bogged down in the details and never finish their work.

Solution: To avoid the perfectionism paradox, teams should set realistic goals and deadlines. Teams should also be willing to compromise and release a good enough product, even if it is not perfect.

The Lack of Follow-Through

The lack of follow-through antipattern occurs when teams fail to follow through on their commitments. This antipattern is counterproductive because it can undermine the team's trust and credibility. Instead of taking action and implementing their decisions, teams that engage in the lack of follow-through are more likely to make empty promises and let things slide.

Solution: To avoid the lack of follow-through antipattern, teams should be accountable for their commitments. Teams should also track their progress and hold themselves accountable for achieving their goals.

The Rubber Stamping

The rubber stamping antipattern occurs when teams approve decisions or recommendations without critical thinking or discussion. This antipattern is counterproductive because it can lead to poor decisions and missed opportunities. Instead of considering the pros and cons of different options, teams that engage in rubber stamping are more likely to approve decisions without question.

Solution: To avoid the rubber stamping antipattern, teams should encourage critical thinking and open discussion. Teams should also be willing to challenge each other's ideas and consider multiple perspectives.