You are facilitating an agile team that recently integrated three new members with strong waterfall backgrounds after an organizational restructuring. The existing five agile-experienced team members have become increasingly frustrated because the new members keep asking for detailed upfront requirements, resist participating in estimation, and want to work on tasks individually rather than swarm on stories. During yesterday's sprint review, one new member publicly criticized the 'lack of planning' in front of stakeholders, creating an awkward situation. The team's performance metrics show their cycle time has doubled and work in progress has increased significantly. The next retrospective is in two days. How should you prepare for and facilitate this retrospective?

Question

Accepted Answer

The correct answer is B. Option B is correct because it employs pre-work to gather context while designing a retrospective that builds psychological safety and shared understanding rather than forcing compliance, which aligns with ECO People Task 2.4 (empower team members and stakeholders through skill development). By focusing on shared values and surfacing assumptions, this approach enables the team to co-create their way of working and builds empathy between both groups. Option A compromises on agile principles and creates a hybrid approach that may satisfy no one and doesn't address the underlying cultural and learning gaps. Option C positions experienced members as teachers and new members as deficient, which can damage psychological safety and create a power dynamic rather than peer learning. Option D focuses on the symptom (public criticism) rather than the root cause (integration challenges and learning needs), and could make new members feel attacked, further damaging team cohesion.

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