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Try a 'speed retrospective'. How quickly can the team get together and find one good, solid improvement to make? Make it exciting and use a stopwatch. I wouldn't do this all the time, but again, what harm to try it once?

How about one retrospective where you set yourselves the challenge of generating actions from the "What did we do well" column? In other words, find an action designed to magnify an existing positive rather than remedy an existing negative.

How about a 'Show and Tell' retrospective where every team member comes to the meeting with an action item and its explanation already prepared? The retrospective would really be each person presenting their idea in turn.

How about a retrospective wherein you challenge yourselves to come with a new approach to retrospectives that is so exciting that people would skip other work activities to attend?

I find it very important to revisit the outcome of the past retrospective and celebrate the things the team had been able to do differently.

The major thing is to make the changes visible and memorizable for everyone and not assuming that people remember what they decided on in the last retro.

Another thing is that I would invite team members to take turns in facilitating the retro. So not always the same person runs the retro (this typically also changes the format and techniques a bit).

- Heartbeat Retrospective (google for Boris Gloger)

- Temperature Reading

- Team Radar Chart

- Our project / team / product ship - draw a ship on a flip chart, ask the team what moved the ship forward, what blocked it

Just to add a totally different direction: I've made good experiences with having a *long* retrospective every few months. The short retrospectives are great to see the trees and optimize the daily work. A two or even three day retrospective helps the team to step back and watch the forrest instead.

It is important to get at least one item done every sprint. If you do the retro, but don't implement any of the actions, this is a tremendous demotivator. Better one thing finished that you can celebrate than 5 unfinished things in the queue.

Variety is the spice of life, so some variation is essential to keep the freshnees. Change the moderator, do technical focus once, then organisational, then "improving the fun factor", then go back to a general retro.

Berteig Consulting can update the Certified ScrumMaster course content so that all CSM course participants receive the best value in the market.” As soon as I made the direction clear, the team self-organized and generated tasks required to achieve each goal.

As the Process Facilitator goes about helping the team overcome obstacles, it can become clear that the team needs to address a systemic challenge during one of the upcoming Cycles. The Growth Facilitator then states the need as a Cycle goal in a S.M.A.R.T. format, allows the team time to give feedback, and prioritizes the goal in the New Work list. When the goal is brought to a future Cycle Commitment Meeting, the team breaks the goal into tasks and solves the systemic obstacle that the Process Facilitator identified.