![]() ![]() However, the retrospective can be considered a success already if the team understands that boundary conditions of their work significantly change the likelihood of flow experiences and that those boundary conditions can be altered actively to create flow. Generated insights might lead to specific “action items” for the team. While the first outcome is achieved by input and reflection, the second and third outcomes are based on group work with actual data of the team’s backlog item delivery history. The third outcome is the transfer of these learnings to situations where the flow was absent and identifying possible changes to the working to make them more “flowish”. The second is to allow the team to identify moments of flow that they - may be unconscious - experienced in the past already and figure out what circumstances led to those moments of flow. The first is to let the team understand flow concepts and why it matters in their daily work. The retrospective is designed to achieve three distinct outcomes. So, when the state of flow is positive and a desirable “place to be”, why don’t we try to help teams enter the zone together? The intentions of the flow-centered retrospective ![]() Although the individual perspective and the perspective of the piece of work are quite different, they fit together neatly, as we will see below. We don’t consider the flow state of a person but the flow state of a piece of work. Lean management and the theory of constraints (TOC) address the concept of flow differently. I would love to have teams work in a flow state as often as possible. It is also quite well understood what a person needs to enter the zone, but I will get to that later.įor teams, flow means achieving a high outcome with almost no friction, less time spent, and higher satisfaction. In other words, things happen effortlessly, almost automatically, creating a feeling of control, self-confidence, and accomplishment. ![]() Flow is a desirable state of being since it combines a very high focus with a very low mental energy consumption. It’s a state “of operation in which a person performing an activity is fully immersed in a feeling of energized focus, full involvement, and enjoyment in the process of the activity.” You’ve maybe experienced this state while painting, playing, reading, or doing sports. The state of flow - or being in the zone - is a mental state that is relatively well understood. Flow allows the team to get its work done with less drag but high energy. In this article, I will introduce a retrospective format that helps teams identify factors helping them achieve flow. Wouldn’t it be nice to give the teams a structured way to achieve flow? It’s a desirable state where work gets done with ease and waste is eliminated. Flow is a commonly used term in the lean and agile community. ![]()
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