回顧如何協助建立成長型思維？How do retrospectives help build a growth mindset?
「文化將策略當早餐吃掉了。」"Culture eats strategy for breakfast." 如果它沒有主管支援並鼓勵領導階層，則最佳的遷移計畫很容易復原。The best migration plan can easily be undone, if it doesn't have executive support and encouragement from leadership. 學習、成長，甚至失敗都是成長型思維的核心。Learning, growing, and even failure are at the heart of a growth mindset. 它們也是任何轉換工作的核心。They're also at the heart of any transformation effort.
謙卑和好奇心在商務轉型期間絕對不重要。Humility and curiosity are never more important than during a business transformation. 採用數位轉型需要有充足的謙卑和好奇心。Embracing digital transformation requires both in ample supply. 定期內省和鼓勵環境都會強化這些特徵。These traits are strengthened by regular introspection and an environment of encouragement. 若鼓勵員工承擔風險，他們會發現更好的解決方案。When employees are encouraged to take risks, they find better solutions. 當員工被允許失敗並學習時，他們就成功了。When employees are allowed to fail and learn, they succeed. 回顧是這類調查和成長的機會。Retrospectives are an opportunity for such investigation and growth.
回顧強化了成長型思維的準則：實驗、測試、學習、分享、成長和賦權。Retrospectives reinforce the principles of a growth mindset: experimentation, testing, learning, sharing, growing, and empowering. 它們提供一個安全地方，讓小組成員能夠分享在目前短期衝刺中所面臨的挑戰。They provide a safe place for team members to share the challenges faced in the current sprint. 而且可讓小組討論和共同找出克服這些挑戰的方法。And they allow the team to discuss and collaborate on ways to overcome those challenges. 回顧讓小組能夠創造可持續的成長。Retrospectives empower the team to create sustainable growth.
在任何搜尋引擎上快速搜尋，將會提供許多不同的方法和工具來進行回顧。A quick search on any search engine will offer many different approaches and tools for running a retrospective. 根據小組的文化成熟度和經驗層級，這些可能會很實用。Depending on the maturity of the culture and experience level of the team, these could prove useful. 不過，回顧的一般結構仍大致相同。However, the general structure of a retrospective remains roughly the same. 在這些會議期間，每個小組成員應會貢獻有關下列三個基本問題的想法：During these meetings, each member of the team is expected to contribute a thought regarding three basic questions:
- 哪些方面做得好？What went well?
- 哪些方面可以更好？What could have been better?
- 我們學到了什麼？What did we learn?
雖然這些問題在本質上很簡單，但是需要員工在最後一個反覆運算時暫停並反映在其工作上。Although these questions are simple in nature, they require employees to pause and reflect on their work over the last iteration. 此針對內省的小暫停的是成長型思維的主要建構元素。This small pause for introspection is the primary building block of a growth mindset. 在分享答案時所產生的謙卑和誠信，其感染力可能超過回顧會議的時間合約。The humility and honesty produced when sharing the answers can become infectious beyond the time contract for the retrospective meeting.
回顧中的領導階層角色Leadership's role in a retrospective
回顧中的領導階層參與主題具有高度爭議。The topic of leadership involvement in a retrospective is highly debated. 許多技術小組都建議所有層級的領導者都不得涉入程序中，因為這可能會阻擋透明度和開放性對話。Many technical teams suggest that leaders of any level should not be involved in the process, since it could discourage transparency and open dialogue. 其他小組則建議回顧是讓領導者保持聯繫及設法提供其他支援的好所在。Others suggest that retrospectives are a good place for leaders to stay connected and to find ways to provide additional support. 此決策最好留給小組及其領導階層。This decision is best left to the team and its leadership structure.
如果領導者涉入回顧，則強烈鼓勵一個角色。If leaders are involved in the retrospective, one role is highly encouraged. 領導者在回顧中的主要職責是讓小組感到安心。The leader's primary duty in a retrospective is to make the team feel safe. 若要在某種文化中建立成長思維，員工必須能夠自由分享其失敗與成功，而不必擔心被指責。Creating a growth mindset within a culture requires employees to be free to share their failures and successes without fear of rebuke. 讚賞承認缺點所需勇氣和謙卑的領導者，更有可能看到其小組所建立的成長型思維。Leaders who applaud the courage and humility required to admit shortcomings are more likely to see a growth mindset established in their teams. 當領導人在回顧中共用的資料點上採取動作時，可能會看到這項工具變成不正確俗套。When leaders take action on data points shared in a retrospective, they're likely to see this tool become an ineffective formality.
高效率的小組不只會辦理回顧會議。Highly effective teams don't just run retrospective meetings. 他們會實踐回顧程序。They live retrospective processes. 在這些會議中所學到和分享的課題可能會影響程序、塑造未來的工作，並協助小組更有效率地執行。The lessons learned and shared in these meetings can influence process, shape future work, and help the team execute more effectively. 回顧中所學到的課題應該有助於小組成長茁壯。Lessons learned in a retrospective should help the team grow organically. 回顧的主要副產品就是實驗增加以及小組所學到課題的精進。The primary byproducts of a retrospective are an increase in experimentation and a refinement of the lessons learned by the team.
該項新成長最具體呈現在發行和反覆運算待辦項目的變更中。That new growth is most tangibly represented in changes to the release or iteration backlog.
回顧表示發行或反覆運算的結束，因為小組獲得了經驗並學到課題，並調整發行和反覆運算待辦項目，以反映要測試的新程序和實驗。The retrospective marks the end of a release or iteration, as teams gain experience and learn lessons, and they adjust the adjust the release and iteration backlog to reflect new processes and experiments to be tested. 這會透過移轉程序開始下一次反覆運算。This starts the next iteration through the migration processes.