To celebrate with Celebration Grid
Use Management 3.0 Celebration Grid in a project retrospective to meet and identify with the entire team that participated in the creation of the product, the learnings obtained, the experiments carried out, successes and errors that we had throughout the project, to learn from them or continue applying good practices to improve and meet the goals established in the following projects.
How I carried out this dynamic with my work team was in MURAL because it is a collaborative and visual tool that can be modified in real-time by the participants. Place the template provided by Management 3.0, but not before thanking the team for the effort made in the project. We also talk about success and failure, the importance of empowerment, and creating an environment in which to experiment, since it is the only way to discover good practices that could lead us to success as there is also the counterpart that by experimenting we could have a bug, but hey! You have to experiment to learn.
The intention of using this practice in retrospect was to encourage team participation and generate value dialogue by filling in each quadrant to fully understand the perspective of each member, their learnings, experiments, and results.
Next, I will share the result of the Celebration Grid practice with my work team:
The template was filled in in a coordinated manner, first I explaining and giving examples about the quadrant that was going to be filled and then giving time to fill it out to the colleagues. The indications shared with the team were the following;
Quadrant I, top right; The implementation or use of good practices that led us to success throughout the project. For example: The punctuality in the sessions of each Sprint.
Quadrant II, lower right; some good practices can lead us to make mistakes since they are not done intentionally. For example: Send a follow-up email on an issue, without checking first if the issue is resolved.
Quadrant III, lower left; By not being done intentionally, out of common sense and the good of all, we will call bad practices mistakes, which when they happen to us can lead us to failure. For example: Not saving a file that you have been working on all day and your computer experiences an error.
Quadrant IV, top left; Sometimes it may be that a mistake results in something in our favor and it is a learning point. For example: My work computer suffered an error but I have my personal computer with what I need to continue with my activities.
It is not about changing from one day to the next or imposing changes. You have to experiment and involve others in experimentation to be part of that change to achieve success and continue learning.
Quadrant V, top and center; The experiments carried out over the period and which fortunately occurred correctly, that is, to success, are placed. For example: Use of practices of the Kanban method to fulfill objectives.
Quadrant VI, bottom and center: Experiments carried out that unfortunately, we could not carry out successfully, therefore, they became errors that potentially serve as learning. For example: Sessions to understand the project with technological dependencies that were not attended to when they were not directly affected.
And well what we can obtain through all the previous quadrants and making a recapitulation of what we have experienced in the project is learning, which in addition to serving us instantly, will help us for our next projects to have a way forward.
Quadrant VII, lower part; In this quadrant (only in the center) the learning acquired in the period in question is placed. Experimenting is how we can learn either from mistakes or from success.
The learning that I obtained as a facilitator in the use of this practice was that, without a doubt, many things happen daily that cannot be detected without the collaboration of the whole team, that is, the knowledge workers and together it is easier to capture the lessons learned. For future uses of this practice I will explain from the beginning each quadrant with its respective examples so that the team can understand from the beginning the intention of filling the matrix and what we are looking for as facilitators when carrying out said practice in addition to refreshing the explanation in each quadrant, just like I did this time.
In conclusion, Celebration Grid from Management 3.0 was a different way of collaborating since it was a time dedicated to recognizing everything that we experienced throughout the project and how to use it for our benefit and the team, without a doubt it is different because of the dialogues around the filling of the matrix that based on the experience of the team we can learn from each other and get the most out of this practice. We must remember that innovation is born from the creativity that leads to experimentation, we create the right environment to experiment and innovate.
