Retrospective

回顾会

A retrospective is a structured reflection that helps teams learn from their experiences and continuously improve. By regularly examining what went well, what didn't, and what to change, teams build a culture of learning and adaptation. The value isn't just in the discussion.it's in the documented actions and follow-through.

回顾会是一种结构化的反思活动，帮助团队从经验中学习并持续改进。通过定期审视工作中的亮点、不足以及需要调整的地方，团队能够构建学习与适应的文化。其价值不仅在于讨论本身，更在于将行动项记录下来并跟进落实。

When to Use

适用场景

At the end of every sprint (for agile teams)
After completing a significant project or milestone
Following a major incident or outage
When team dynamics feel off and need addressing
At regular intervals (monthly, quarterly) even without specific triggers
When onboarding new team members to establish improvement culture

敏捷团队每次冲刺结束时
完成重大项目或里程碑后
发生重大事件或故障后
团队氛围出现问题需要解决时
定期开展（每月、每季度），即使没有特定触发因素
新成员入职时，用于建立改进文化

Instructions

操作步骤

When asked to facilitate or document a retrospective, follow these steps:

Set the Context Define what period or project this retrospective covers, who attended, and any significant events that occurred. This frames the discussion and helps future readers understand the context.
Choose a Format Select a retrospective format that fits the team's needs. Common options include:
- Start/Stop/Continue: Simple and direct
- 4Ls: Liked, Learned, Lacked, Longed for
- Mad/Sad/Glad: Emotion-focused
- Sailboat: Visual metaphor (wind=helps, anchor=holds back)
Gather Input Collect observations from all team members. Ensure everyone contributes.quiet voices often have important insights. Group similar items to identify themes.
Discuss and Prioritize Don't try to address everything. Focus the discussion on the most impactful items. Vote or discuss to identify the top 2-3 issues to address.
Define Action Items Convert insights into specific, assignable actions. Every action needs an owner and a due date. Avoid vague improvements like "communicate better."
Review Previous Actions Check the status of action items from the last retrospective. Celebrate completions and discuss blockers for incomplete items. This builds accountability.
Document for Future Reference Capture the key points so they're available for future team members and for tracking patterns over time.

当需要协助开展或记录回顾会时，请遵循以下步骤：

设定背景 明确本次回顾会涵盖的时间段或项目、参会人员以及期间发生的重大事件。这为讨论奠定框架，帮助后续阅读者理解背景信息。
选择格式 根据团队需求选择合适的回顾会格式。常见选项包括：
- Start/Stop/Continue： 简单直接
- 4Ls： Liked（满意之处）、Learned（学到的内容）、Lacked（缺失的部分）、Longed for（渴望的事物）
- Mad/Sad/Glad： 聚焦情绪表达
- Sailboat： 视觉隐喻（风=助力因素，锚=阻碍因素）
收集意见 收集所有团队成员的反馈，确保每个人都能参与发言——沉默成员往往拥有重要见解。将相似内容分组，识别核心主题。
讨论并排序 无需试图解决所有问题，重点讨论影响最大的事项。通过投票或讨论确定2-3个优先解决的问题。
确定行动项 将见解转化为具体、可分配的行动项。每个行动项都需要明确负责人和截止日期。避免“加强沟通”这类模糊的改进目标。
回顾过往行动项 检查上次回顾会行动项的完成状态。庆祝已完成的事项，并讨论未完成事项的阻碍因素。这有助于建立责任感。
记录留存 记录关键内容，以便后续团队成员查阅，并跟踪长期模式。

Output Format

输出格式

Use the template in

references/TEMPLATE.md

to structure the output.

使用

references/TEMPLATE.md

中的模板来整理输出内容。

Quality Checklist

质量检查清单

Before finalizing, verify:

All attendees had opportunity to contribute
Both positives and improvements are captured
Action items have owners and due dates
Previous retrospective actions are reviewed
Document is useful to someone who wasn't in the room

最终定稿前，请确认：

所有参会人员都有机会发言
既记录了亮点也记录了待改进之处
行动项有明确的负责人和截止日期
已回顾上次回顾会的行动项
文档对未参会人员也有参考价值

Examples

示例

See

references/EXAMPLE.md

for a completed example.

可查看

references/EXAMPLE.md

中的完整示例。

iterate-retrospective

Original

Translation