At Intel, we have implemented a more effective approach for capturing and sharing lessons learned through retrospectives. We will explore the people side of bringing retrospectives into an organization. The tips and tricks are from a facilitatorâ€™s perspective. We will share how one deals with the human aspects of introducing collaborative change.
As with any organization or business process change undertaking, one of the most difficult challenges to overcome is getting an entire company to change their culture and modify the way they work and behave. Introducing the retrospectives methodology into Intel has been no different. A key learning weâ€™ve discovered is the services of a trained facilitator is critical to improving the likelihood of sustainable change. In this paper, we explore the people side of bringing retrospectives into an organization. The tips and tricks are from a facilitatorâ€™s perspective. This paper will explore how one handles the human aspects of introducing collaborative change.
Debra has over 10 years experience in quality engineering. She currently works as a Program Manager in the Corporate Platform Office at Intel Corporation, focusing on Retrospectives and Organizational Learning. Since January 2003, Debra has delivered over 200 Project and Milestone Retrospectives for Intel worldwide. Prior to her work in quality, Debra spent 8 years managing an IT department responsible for a 500+ node network for ADC Telecommunications. Debra is a member of the Rose City Software Process Improvement Network Steering Committee. For many years, she was responsible for securing the monthly speakers. She currently is the President of the Pacific Northwest Software Quality Conference, Portland, Oregon. She holds a Bachelorâ€™s of Arts degree in Management with an emphasis on Industrial Relations.
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