{"id":43914,"date":"2023-03-08T09:28:33","date_gmt":"2023-03-08T01:28:33","guid":{"rendered":"https:\/\/ww2.teamretro.com\/?p=43914"},"modified":"2026-02-05T16:56:01","modified_gmt":"2026-02-05T08:56:01","slug":"retrospectives-agiles-et-sante-des-equipes","status":"publish","type":"post","link":"https:\/\/ww2.teamretro.com\/fr\/retrospectives-agiles-et-sante-des-equipes\/","title":{"rendered":"R\u00e9trospectives Agile et sant\u00e9 d\u2019\u00e9quipe : Avis d\u2019experts"},"content":{"rendered":"

Les conversations autour de l\u2019Agile peuvent souvent \u00eatre centr\u00e9es sur le framework Scrum, avec ses r\u00e9unions planifi\u00e9es et ses r\u00f4les d\u00e9finis. However, as agile philosophy continues to mature, is this spotlight shifting? Dans cette interview, le coach Agile Full-Stack Jon Fazzaro<\/a> r\u00e9pond \u00e0 cette question et \u00e0 bien d\u2019autres.<\/p>\n

Les choses d\u00e9marrent en fanfare lorsque Jon remet en question le fait de s\u2019appuyer uniquement sur Scrum comme rampe de lancement pour l\u2019agilit\u00e9. Instead, he advocates for a more organically agile approach.<\/p>\n

As the discussion unfolds, the retrospective takes center stage, and the role of the coach is examined.<\/p>\n

Last of all, insights into agile team health are shared along with invaluable advice when it comes to supporting your team.<\/p>\n

Let\u2019s dive in!<\/p>\n<\/div><\/div><\/div><\/div><\/div>

Une perspective \u00e9volutive sur Scrum<\/h2>\n<\/div>

J\u2019ai lu votre article sur Medium<\/i> La r\u00e9trospective est le c\u0153ur du projet<\/i><\/a>. Do you still think that\u2019s the case or would you say that there’s something that’s more important that should be considered now?<\/i><\/p>\n

Depuis que j\u2019ai \u00e9crit cet article, j\u2019ai d\u00e9finitivement d\u00e9pass\u00e9 l\u2019id\u00e9e que Scrum est la meilleure fa\u00e7on de commencer \u00e0 \u00eatre Agile si vous ne l\u2019\u00eates pas d\u00e9j\u00e0.<\/p>\n

I’m going to steal a metaphor that the head of our company, Joshua Kerievsky,<\/a> shared a while ago in a talk that he did.<\/p>\n

When you’re learning to ride a bike, you have training wheels. At least, that’s the way most kids do it; they have little training wheels bolted onto the side of their bike. What they learn to do first is to pedal. So, when you take the training wheels off, the first thing they do is fall down. They don’t realize that they have to pedal forward. They haven’t learned to balance.<\/p>\n

There’s an alternative way of teaching kids to ride a bike. It\u2019s called a balance bike. It’s very simple. It doesn’t even have pedals. It’s bike-shaped, with two wheels and a seat. And you just tell them to walk; walk their way along and see if they can scoot and maintain their balance.<\/p>\n

That\u2019s the better way to teach a kid to ride a bike. Balancing is the thing that\u2019s hard, not pedaling.<\/p>\n

De la m\u00eame mani\u00e8re, Scrum est la fa\u00e7on la plus courante pour les \u00e9quipes de dire \u00ab OK, nous devons devenir Agile, allons-y et adoptons Scrum \u00bb. Ensuite, ils mettent leurs roulettes d\u2019entra\u00eenement Scrum. They say \u2018these are the meetings, these are the roles, and this is what we do\u2019.<\/p>\n

Malheureusement, en pratique, Scrum ne suffit pas.<\/p>\n

Don\u2019t get me wrong. On paper the guide is very good. It’s got a lot of very good ideas. Mais Scrum n\u2019a pas tendance \u00e0 faire assez pour enseigner \u00e0 une \u00e9quipe ce dont elle a vraiment besoin pour \u00eatre Agile.<\/p>\n<\/div><\/div><\/div><\/div><\/div>

The role of retrospectives in agile teams<\/h2>\n<\/div>

Votre position sur Scrum et sa relation avec l\u2019Agile ayant \u00e9volu\u00e9, qu\u2019en est-il de la r\u00e9trospective ?<\/i><\/p>\n

I still believe it’s important to stop working and talk about how you’re doing the work. I think that’s the most important thing. I like the idea of having more frequent retrospectives. To turn the heartbeat up.<\/p>\n

The team doesn\u2019t have to do an intense, two-hour retrospective every day. Instead, maybe if you took a half an hour each day at a certain point that remains, a heartbeat. You might discover things sooner that are important. Rather than waiting two weeks to fix \u2018the thing\u2019 and amassing a backlog of \u2018other things\u2019 to cover, the team can address it almost immediately.<\/p>\n

Frankly, that’s more agile. Rather than batching it up and waiting.<\/p>\n

What could that regular, possibly faster heartbeat mean to the management team of an organization?<\/i><\/p>\n

Ostensibly that they care about the fact that the team is healthy, and performs at a predictable rate. As the people minding the business that teams serves, they want to be able to rely on that team to produce what they need in order to meet their business goals.<\/p>\n

If a team is not regularly meeting and tuning itself in, that team might become unpredictable. They might have had a stellar week because everybody put in extra hours, but they are burnt out. Then they just create bugs and nonsense for the three weeks following.<\/p>\n

So that’s what I would care about in a management position. I think that there is a really great deal of value in knowing that.<\/p>\n<\/div><\/div><\/div><\/div><\/div>

The agile coach and effective retrospectives<\/h2>\n<\/div>

Quels indicateurs, pas n\u00e9cessairement des donn\u00e9es, un Scrum Master pourrait-il rechercher \u00e9tant donn\u00e9 que tous n\u2019ont pas une formation en d\u00e9veloppement ?<\/i><\/p>\n

Eh bien, dans la r\u00e9trospective, un Scrum Master est fondamentalement leur coach.<\/p>\n

If we apply a sports metaphor, usually a coach is somebody who is an expert in the game. Maybe a former player. To be useful, they have to take the stance that they can’t help the players by playing themselves.<\/p>\n

The person running the retrospective has to step outside the content of the conversation. They have to look more at the contour of the conversation.<\/p>\n

So, it could actually be of benefit if they don’t understand certain things being discussed because those things could be a distraction. It could take their focus away from watching how the team is interacting. Let\u2019s say somebody keeps getting talked over. That’s where the coach could step in. They can help to try and adjust the conversation.<\/p>\n

While the content of the conversation belongs to the people having it, sometimes the mechanics of it go wrong. You need somebody there who’s only watching how it’s happening. They can be nudged into \u2018playing\u2019 better with each other.<\/p>\n

They are helping to make sure that \u2018play\u2019 is optimized?<\/i><\/p>\n

Yes.<\/p>\n

If they want to take things up a notch, what could the coach be doing?<\/i><\/p>\n

Well, the phrase that comes to mind is \u2018holding space\u2019 from Open Space Technology.<\/p>\n

Holding Space is its own job. C\u2019est ce que ferait un animateur de r\u00e9trospective, qu\u2019il soit coach ou Scrum Master, quel que soit son titre. That role of facilitating the conversation. You\u2019re not in the content, but you’re creating the container, and watching the contour of the conversation.<\/p>\n

That entails communicating how you\u2019re going to have the conversation. You’ve arranged for the prompts for that conversation. You\u2019ve set the boundaries. It takes a lot of design work.<\/p>\n

In my experience, when a retrospective doesn’t go well, usually the thing that\u2019s lacking is that the person facilitating it hasn’t taken the time to design it. They are just kind of winging it.<\/p>\n

That’s not useful.<\/p>\n

What’s useful is for them to establish a time box, say 10 minutes. When that time box is up that they’re not fluffy about it, they’re firm. \u2018OK, we’re done talking about that, it’s time to time to make a decision and move on\u2019.<\/p>\n

So those parameters are really quite important to make it an effective space. What have you observed go wrong that a simple fix could have addressed?<\/i><\/p>\n

In terms of retrospectives, the common mistake is to say, \u2018let’s have a wide-open conversation\u2019. Then the group goes on to talk about whatever is on their mind. While that’s an important thing to do in some spaces, you really want to get punctuated value out of the time that\u2019s put aside for a retrospective.<\/p>\n

Remember, we\u2019re not working on the work. We\u2019re working on the team. We\u2019re working on how we work.<\/p>\n

The thing that often gets skipped, on the way to discussing how we felt about what happened, is establishing what actually happened<\/i>. Making sure that everybody in the room has a similar mental model of what we’re talking about.<\/p>\n

So, an alignment. A calibration of \u2018do we agree on the facts?\u2019<\/p>\n

Often, for me, a handy device to help do this is to take a few minutes and have the team establish a timeline of what happened. Draw a horizontal line on a board and start putting down notes on it. \u2018Early in the sprint this happened, then there was this\u2019.<\/p>\n

This works against any recency bias. They’re not just going to think about the things that have happened in the last day or two, or hour or two. This is important especially if it’s a two-week iteration, or one month or longer. There are a lot of things you won’t remember.<\/p>\n

Giving them time to actively remember is really helpful.<\/p>\n

There might be parts of the team that didn’t feel the same or didn’t remember things as strongly. They might have heard about something, but they weren’t involved. So it paints a picture for them that’s a little more holistic and shared.<\/p>\n

From that point, once the team agrees on what happened, then they can talk about what that means and how they feel about it and what could be better.<\/p>\n

Amnesia can be addressed first.<\/i><\/p>\n

Or just completely different points of view. Completely different mental models of what happened can be addressed before the retrospective starts.<\/p>\n

So, imagine the alternative. Going right into talking about, \u2018was that good or was that bad?\u2019 You have people with their own versions of what happened in their head. Those stories are all completely different. It means the words that they use to describe things are going to be completely inappropriate from the other person\u2019s point of view. There’s going to be no connection. No insight can come from that.<\/p>\n<\/div><\/div><\/div><\/div><\/div>

Les \u00e9quipes Agile en tant que syst\u00e8mes vivants : Explorer la m\u00e9taphore<\/h2>\n<\/div>

Now to tap even further into your mastery of the metaphor. If the retrospective is the heartbeat, what’s the team?<\/i><\/p>\n

It’s a system. A body of organs working together. Doing different jobs. It\u2019s trying to keep going, to grow, to learn. It\u2019s trying to be healthy.<\/p>\n

That does segue, really nicely, into the topic of team health. Have you ever encountered a team that is dysfunctional but effective? There are high functioning people who have real issues.<\/i><\/p>\n

Sure, they are getting through their day. That\u2019s the phrase though, \u2018getting through it\u2019. If you get through something, you know there’s probably something that\u2019s difficult that healthier people don’t find difficult. There are missed opportunities.<\/p>\n

This takes us back to predictability. I would think that one of the most devastating things about having a serious health condition is how unpredictable that would make my life. I couldn’t, really reliably, make any plans because I don’t know if I’m going to suddenly fall over. I might need an ambulance and go to the hospital. There goes my week.<\/p>\n

I think that’s the thing about health and the health metaphor. You are putting in this extra effort to improve things so that the world becomes easier.<\/p>\n

In my own, personal experience, I’m kind of terrible when it comes to exercising and maintaining a routine. But there have been periods in my life where I’ve been good at it for a few months. I would do something kind of minimal. Say, 10 push ups every day. And I’ve been good at that for a long stretch.<\/p>\n

When I’ve been good at that, my keenest observation about how I feel is that not that I feel bigger or stronger. But I feel like the world got easier. Difficulty is turned down.<\/p>\n

That smoothness. That ease of movement when you’re healthy. That’s why I think that’s what you’re going for with a team when you tune it up properly. The effect that has on the people that that team is doing work for is that team is predictable, like a clock, it\u2019s reliable, you know?<\/p>\n

There’s an idea from Tim Ferriss\u2019 The 4-Hour Body of minimum effective dose. You don’t have to be in Olympic shape, it\u2019s the minimum to have a positive effect. What\u2019s the minimum that we can do to have an effect, a positive effect on the team. Which is enough in many cases.<\/p>\n<\/div><\/div><\/div><\/div><\/div>

Symptoms of a healthy agile team<\/h2>\n<\/div>

What could someone facilitating a retrospective look for to gauge the health of their team? <\/i><\/p>\n

Well, they should definitely see decisions being made. The scenery changes on the healthy team. They are tweaking. They are adjusting. They are experimenting freely.<\/p>\n

Responsibility doesn’t lie at an individual level. It lies with everybody. There’s sort of this blameless atmosphere of, \u2018hey, that didn’t go so well\u2019. They might identify that somebody\u2019. did something and it caused a problem, but you wouldn’t say \u2018when you did that, that really screwed everything up, and what are you going to do to fix that? It’s more, \u2018what can we do better to react to that?\u2019 You know the responsibility belongs to the whole team, even when it’s one person’s actions that might have caused something to go wrong.<\/p>\n

In general, there’s a notion of blamelessness.<\/p>\n

They handle conflict well.<\/p>\n

A go-to symptom of a good team is that they are not quiet, they complain. Because they have a bedrock safe atmosphere in which they feel able to bring things up to bother them.<\/p>\n<\/div><\/div><\/div><\/div><\/div>

A final pearl of agile wisdom<\/h2>\n<\/div>

With 30 seconds to go and no forewarning, what’s your ultimate pearl of wisdom for any person embarking an agile endeavor?<\/i><\/p>\n

Stop to retrospect before you need to.<\/p>\n

A lot of teams will only meet about the thing once it becomes a problem, and well, it’s easy to skip the retrospective when it feels like everything is fine. If you have done that, you haven’t inspected closely and discovered the thing that might cause us a problem. Weeks from now or days from now.<\/p>\n<\/div><\/div><\/div><\/div><\/div>

Thank you!<\/h2>\n<\/div>

A huge thank you is extended to Jon Fazzaro <\/a>for participating in this interview.<\/p>\n

Jon est un coach Agile Full-Stack et travaille dans le d\u00e9veloppement de logiciels depuis plus de vingt ans. He is a hands-on advocate for modern agile practices like ensemble programming, test-driven development, and daily collaboration with stakeholders. He is also a strong proponent of Lean Product Management and Systems Thinking.<\/p>\n

Jon has been a regular speaker at software conferences since 2015. You can head to \u201cOh! The Humanity.\u201d<\/a> a close-up of his current professional thinking.<\/p>\n<\/div><\/div><\/div><\/div><\/div><\/p>\n","protected":false},"excerpt":{"rendered":"","protected":false},"author":2,"featured_media":15616,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"inline_featured_image":false,"footnotes":""},"categories":[439,475],"tags":[66,11,759,67],"class_list":["post-43914","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-agile-en-vedette","category-conseils-rapides-pour-la-retrospective","tag-agile","tag-retrospective","tag-sante-de-lequipe-agile","tag-scrum"],"acf":[],"yoast_head":"\nR\u00e9trospectives Agile et sant\u00e9 d\u2019\u00e9quipe : Avis d\u2019experts | TeamRetro<\/title>\n<meta name=\"description\" content=\"Aper\u00e7us de r\u00e9trospective Agile d\u2019un coach Agile full-stack. 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