Team Retrospective

Turn raw retro input into themes, root causes, and a short list of owned actions, without turning the discussion into blame.

Retro input from the team:
"""
[PASTE THE RAW NOTES, STICKY NOTE TEXT, SURVEY ANSWERS, OR TRANSCRIPT.]
"""

Facilitate a retrospective from the input above.

Period and what happened: [SPRINT, PROJECT, INCIDENT, OR QUARTER]
Team size and makeup: [WHO WAS INVOLVED]
Actions from last retro: [WHAT WE COMMITTED TO AND WHETHER IT HAPPENED]
Anything sensitive to handle carefully: [CONFLICTS, DEPARTURES, PRESSURE FROM OUTSIDE]

Produce:

1. **Themes.** Group the raw input into 4-7 themes, with the count of how many people raised each and their actual words underneath. Frequency matters, but note separately any single item that names a serious risk, since important problems are often raised by one person.

2. **Went well, kept honest.** What genuinely worked, with evidence. Skip the reflexive positives that appear in every retro and mean nothing.

3. **Root causes, not symptoms.** For the top 3 problems, work back to the cause using the team's own evidence. Distinguish problems the team controls, problems it can influence, and problems it can only adapt to. Wasting a retro on the third category is the most common way these meetings lose credibility.

4. **The systemic reframe.** Rewrite any theme phrased as a person's failure as a description of the system that produced it: what information was missing, what incentive pointed the wrong way, what step had no owner. Keep the substance, drop the blame, since a retro that names individuals teaches people to bring less next time.

5. **Last retro's actions**, marked done, partly done, or dropped, with one line on each drop. A team that never checks this stops believing retros change anything.

6. **Actions**: at most three. Each with a named owner, a specific first step, a date, and the signal that would show it worked. Say what you left out and why, because a retro that produces nine actions produces none.

7. **Discussion questions**: the two or three questions the input suggests the team has not said out loud yet, phrased so they can be asked safely.

Rules: quote the team's own words where the phrasing is the finding. Do not soften a theme because it implicates leadership. Do not attribute an anonymous comment to a person.

How to use

The systemic reframe in section 4 is what keeps psychological safety intact while still saying the true thing. It is not softening: 'the deploy step had no owner' is a more actionable statement than naming who forgot it, and it survives the person leaving. Checking last retro's actions first is the habit that makes teams take the meeting seriously, since the fastest way to kill a retro is a track record of actions that quietly evaporate.

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