Yet More Obstacles to Finding the Reasons Why

We conduct retrospectives so that we might learn. We want to improve our process by identifying what worked and what did not and why or why not. But some people are not so motivated. Some fear that if the truth comes out about something that didn't work, they might suffer in some way, and they could be right. Others believe that if the truth comes out about something that did work, a rival of theirs might benefit. They might not want that to happen.

For whatever reason, there might be among the attendees those who don't want the retrospective to uncover certain facts. Here's a short catalog of techniques available to these, um, individuals.

Scheduling obstinacy

Even when we don't meet face-to-face for the retrospective, we do usually try to have all parties present at once, if only electronically. We do this because discussion and collaborative exploration of everyone's recollections of what happened can rapidly generate insight and understanding.

Anyone intent on limiting the group's ability to find those insights can do so by failing to attend, by preventing others from attending, or by attending only when certain other people can't.

Delay

Delaying the retrospective delays any discoveries it might produce.

But Delaying the retrospective
delays any discoveries
it might produceit does more. Some people might be unavailable after a certain date, either because of termination, or transfer, or commitment to high-priority activities, or something else. By delaying the retrospective, our retro-saboteur might be hoping for scheduling conflicts to develop.

Failure to keep records

Early on in the effort, motivated by concerns that some actions they've taken (or haven't taken) might lead to problems later, especially at the retrospective, some people intentionally fail to keep records that they know are required. Or if they do keep records, they omit information or record misleading or falsely exculpatory information in those records.

Ensure that people are recording required information faithfully. If you anticipate that someone might engage in these practices, review those required records frequently, long before they're actually needed.

Evidence corruption

Differences in perspectives, recollections, and interpretations of past events often arise in retrospectives. Exchanging views, and resolving these differences, can lead to insights that advance everyone's understanding. Concrete evidence — logs, email messages, documents of all kinds — can help clarify what actually happened, which can differ from everyone's previous recollections.

Be certain of the validity of documentary evidence of actual events. By announcing at the outset of the effort — or at least, well before the retrospective — that measures are in place to protect such evidence, you can deter at least some of those who might be contemplating corrupting it.

All retrospectives are vulnerable to distraction. Digressions, irrelevancies, and spending inordinate amounts of time on minor issues can all happen innocently. Or they can be the work of individuals determined to waste time so as to prevent examination of incidents they regard as threatening. Be alert.   First issue in this series   Top    Next Issue

Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Project Management:

Risk Management Risk: II

Risk Management Risk is the risk that a particular risk management plan is deficient. Here are some guidelines for reducing risk management risk arising from risk interactions and change.

The Retrospective Funding Problem

If your organization regularly conducts project retrospectives, you're among the very fortunate. Many organizations don't. But even among those that do, retrospectives are often underfunded, conducted by amateurs, or too short. Often, key people "couldn't make it." We can do better than this. What's stopping us?

Managing Wishful Thinking Risk

When things go wrong, and we look back at how we got there, we must sometimes admit to wishful thinking. Here's a framework for managing the risk of wishful thinking.

Wishful Interpretation: II

Wishful "thinking," as we call it, can arise in different ways. One source is the pattern of choices we make when we interpret what we see, what we hear, or any other information we receive. Here's Part II of an inventory of ways our preferences and wishes affect how we interpret the world.

Defect Streams and Their Sources

Regarding defects as elements of a stream provides a perspective that aids in identifying causes other than negligence. Examples of root causes are unfunded mandates, misallocation of the cost of procedure competence, and frequent changes in procedures.

See also Project Management for more related articles.

Forthcoming issues of Point Lookout

Coming July 2: The True Costs of Contractors

Among the more commonly cited reasons for hiring contractors instead of direct employees is cost savings. But are these savings real? Direct compensation, including perks and benefits, might favor the contractor arrangement, but indirect costs tell another story. Available here and by RSS on July 2.

And on July 9: On Being Seriously Funny at Work

Humor is such a valuable tool at work that it ought to be recognized as an official contribution by team members who provide the laughs that keep some teams from auto-destructing. Even if you're not known for bringing the funny, there are a few simple techniques that can change your image. Available here and by RSS on July 9.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenaXXxGCwVgbgLZDuRner@ChacDjdMAATPdDNJnrSwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info