Running Agile Retrospectives for Continuous Improvement
Learn effective formats and practices for conducting retrospectives that foster real change in teams.
What is this page about?
A guide to running agile retrospectives that actually produce change, opening with the observation that most teams meet, list things, write action items, and improve nothing. It covers what retrospectives are for and the research case, when to run them, the core formats (Start/Stop/Continue, 4Ls, Sailboat, Mad/Sad/Glad, Five Whys, Lean Coffee, FLAP), psychological safety as non-negotiable, common failure modes like the action-item graveyard and sanitized session, making action items stick, remote retrospectives, and blameless post-mortems.
What has been corrected on this page?
Every accepted correction to this page is recorded with the exact change, so readers can see how the page improved over time.
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3 corrections applied: Locke & Latham (2002) was published in American Psychologist, not Psychological Science | Five Whys originated with Sakichi Toyoda; Ohno applied/popularized it | The cardiac-surgery-team learning study was Edmondson, Bohmer & Pisano (2001), not Edmondson 1996
Beforeby <strong>Locke and Latham (2002)</strong> in <em>Psychological Science</em> ... The Five Whys was originally developed by <strong>Taiichi Ohno</strong> ... <strong>Edmondson (1996)</strong> in a landmark study of cardiac surgery teams
Afterby <strong>Locke and Latham (2002)</strong> in <em>American Psychologist</em> ... The Five Whys was originally developed by <strong>Sakichi Toyoda</strong> and later applied by Taiichi Ohno ... <strong>Edmondson, Bohmer and Pisano (2001)</strong> in a landmark study of cardiac surgery teams
Why: Verified live: all 3 corrections (journal name, Five Whys originator, cardiac-surgery study citation) were already correctly applied in the article body. FAQ JSON-LD does not reference any of these facts. No further action needed.
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