 Hi, I'm going to get started, because we've got a little bit of a workshop to do today. Hopefully, don't freak out, there's a little bit of participation, that's all right, don't leave right now. Because I want to share with you retrospective patterns that I found useful, and hopefully you can take some of these away and do them with your teams and organizations. Because the inspiration for this talk really came. I was working with a team, I started with a pilot team and I was their Scrum Master to help them get started, that was about four and a half years ago. I'm one of the executives and there's 60 teams on my program now, and we're in quite a large organization. I rarely go to the team's retrospectives, because I thought I'd like to sort of pop in and see how they're going. I went to a couple of them, and after a while, every team in their retrospectives said, what went well, what didn't go well, what we're going to improve next time. And I thought, maybe it's not every team, maybe I've just gone to one team that's kind of just going through the motions, but consistently every team I went into would sort of doing the same pattern. And then I thought, well I'll go to one of the teams, can you suggest to the program manager, I ask them, what's your best team, because I'll go and see their retro, because I wanted to see something really inspiring. And I turned up at the allotted time that the retro was in the calendar, and they weren't doing the retro. And I said, why? And they said, we're too busy, we've got to deliver. And I thought, there's something going wrong here, we really need to think about retrospectives, because they're one of the key events in Scrum, as you know, so we wanted to get the most out of it. So, we're too busy to do retrospectives. What's going to happen if we're too busy to do retrospectives? We're not going to improve, are we? Do you see this all the time I'm seeing a lot of nodding of heads? Yeah, so I went back and I thought, well, why do we do retrospectives? You know, what's so important about it? And it's really about, well, we're wanting to inspect what we just did in the last sprint, what was the product increment that we just had? And then based on that, we're adapting what we want to do next time. And the whole point is that we're learning from that, we've got transparency about the improvements that we're making, and we're running little experiments to see if we actually did improve. And more importantly, it's meant to be a safe space. So I was, you know, originally with them as their agile coach, so I didn't really feel that me coming in there was not going to be a safe space. But I found out that me just being in that dynamic actually changed it for them and they were freaking out a little bit. So what I thought about, no, it's very important to create that safe space for the teams as well. And going back to the Prime Directive, most of you have heard of the Prime Directive? Everyone who comes in your team is there trying to do their best every day with the skills that they want to do based on the knowledge of what they have now. So we really went back to basics with this. We got all the scrum masters and kind of talked about, well, how can we make our retrospectors better? And our idea was we do two weekly sprints. So let's come up with 26 retrospective patterns so that each and every sprint you've got something different and really challenge ourselves to do something different. I'm not going to go through all 26 retrospective patterns. Don't worry about that. I'm going to sort of group them and show you a few of my favorites as well. But the whole point of it was to make sure that it's a place where there's no blame, there's no judgment. We're actually trying to work out, well, okay, that didn't work. What can we do better? And I really like Deb's value bar, so I'll probably use that in retrospectors as well. But it's about the growth mindset and I guess that's why we're here today talking about agile mindset. Because your retrospectives are where you can grow and learn and really get back to those values about what do we hear as a team? How can we make the people, the processes, the technology better for you? Because if we do the same thing all the time, we're not going to get any improvements. We really need to challenge ourselves to get that continuous improvement. And sometimes too many of our retrospectives fail to give us those meaningful results. So I went back to the definitive book and most of you have probably read this or know of it with Esther Darby and Deanna Larson. And I really love their framework for retrospectives. And it really sort of got to the heart of what we probably were getting to do was setting the stage, gathering some data. Let's get some metrics on how we did. Let's get something to sort of see whether what we thought we were doing worked or not. From that, generate the insights. Then the most important part of the retrospective is working out what to do to make it better next time. So deciding what to do, close the retrospective, and then try that. Do many experiments, see if it works. Come back at the net retrospective and start again. For me, it's probably the key event in Scrum is the retrospective. Because too many of my teams were doing zombie Scrum. Have you heard of zombie Scrum? But people are just going through the motions. There's no beating heart. There's nothing saying, hey, this person's alive. The team we're achieving, they're getting good results. But there was no passion. They were fighting it boring. They weren't having fun. No desire for outside contact. They weren't talking to each other. No emotional response to whether being successful or failing. And no desire to improve. So to try and stop zombie Scrum, we start to look at patterns. Because we thought if we do a different approach, surely we'll get different results. Because we want to grow that mindset. And for us, we were doing agile, particularly in those teams. We had our frameworks. We were using Scrum, Kanban, XP, Bit of Safe, and other frameworks that we found useful. So we were doing Scrum. We had focus. But we weren't being agile. We were doing agile without being agile. And you really need to be both. If you're just doing agile, you're missing all that collaboration, trust, respect, all the things that are about that growth mindset. So it's not enough to just go through the motions. We wanted to get out of the zombie Scrum pattern. So we looked at gathering data, generating insights. There's some key patterns here. And here's a few patterns that we found really, really useful that we've put together. Mad, sad, glad. Really simple, butchers paper. Put them up. Ask them in the sprint. Reflect on the last two weeks or four weeks. What really worked for us? What made you mad? What do you want to change? What made you a bit sad about that? But what made you really happy? What really sort of worked really well for us? Any sort of alliteration like that will work. We do wow, wonder, and what the? So you can just do any pattern that you like just to mix it up. The de Bono's thinking hats. I don't know if any of you have tried this. One of my Scrum laces actually went down to the shop and just bought some colorful party hats in the different colors. And each of the team member would put a hat on and talk about the sprint from their perspective wearing that hat. So for example, the green hat thinking is focusing on creativity, possibilities, alternatives. So that person said, well, what if we kept doing this and what if we kept doing that? Really spurring that thinking. So that green hat thinking. It really helps them to think about the sprint from another's perspective. The challenge we sometimes do with this pattern is getting someone who's the most extroverted in the room and have them actually play a different role with a different hat. Just to sort of see how the other person might have felt. This one I really love and it's quite visual. If you can't draw, it's okay, because as you can see, these are some of my really bad drawings here. But the idea is draw a sailing boat. Put some rocks there, put the island and sort of get them on post-it notes to actually talk to you about, well, the sailboat's obviously our team. The island is our goal. What are we gonna do? It could be the sprint goal or it could be our project. The wind. What's the thing that's helping us get there? And we put our post-it notes behind there because that's the wind helping us. The anchor. What are the things that are holding it back? Let's call them out. And then the rocks. What are the things that are really preventing you that the team actually can't solve, that we actually need to escalate to somebody else? So you can see that just with a very simple pattern like that and a drawing, it really gets deeper conversations and gets people talking more. If you're better at drawing balloons than I am, the balloons is a similar concept. What's the hot air that's making the balloon rise? What are the sandbags that are pulling us down? Those sort of things. Drag racing and the racing tracks. Lots and lots of different patterns. I've seen one of my teams do cricket as one of these things as well. So many, many ways to do that. Really simple pattern, just a plus and a delta. What's actually where the positives we saw and what are the things that we wanna change? Really, really positive things like that. This one and mix it up. Just by, you're asking a very similar question but just in a different way. If you can draw, all you need is butchers, paper and some pens. What went well? What did we learn? What do we need to do differently? And one of the things that really puzzled us that we found hard. I did make an attempt to do some superheroes because there were a lot of superhero movies coming out at the time. The first thing that my developers mentioned to me was that I'm mixing DC and Marvel universe and you shouldn't do that. So I got feedback on that but that's my favorite one. But just talking about, from the different strengths of what was daring, what was super that happened, what was strange that happened. Just mixing the patterns up. One word is a really good one as well that everyone just get a post and they just write one word of what the script meant to them. And then they explain what that is. You might see some patterns across the team. So you discuss those, they're really interesting. But yeah, really powerful, what's one word? People find it hard to restrict themselves to one word. But yeah, it's really, really powerful. And if you've got sort of a theme or there's a movie coming out at the time, Fast and the Furious were really quite popular when this came out with my team. So we talked about, well, what were the fast things? What made the sprint go really quickly? What made us furious? What was the fun thing or the funny things that happened? What was the first for us? Was that something that we did for the first time? Let's think about that. And what was fantastic that we'd like to do again? So they're ones that were just about generating data and insight, which was really good. And then we thought, well, what's the point of a retrospective if we're not actually getting an actionable improvement at the end of it? So we really challenged ourselves and some retrospective patterns actually led themselves that to a bit more. So if you're wanting to change things, things haven't gone so well, some of these patterns are quite good. The three L, the liked, lacked and learned, really good ones for sort of seeing what happened and gathered data. But the key thing when you do do this is actually get them to dot vote. What are the things that actually we think are important for us to take action on that we wanna think about and actually change in the next sprint? So that dot voting is just as powerful. Everyone understands the dot voting where you get to put three dots on the things that are most important. So just taking the gathering of data and putting dots on it helps you identify what those actionable items are. Snakes and ladders, just a very, very simple one. We can do this visually as well. But the snakes are the impediments. The ladder is the good practices that we forgot to do or we need to start doing. Very, very similar to the starfish pattern where you're talking about what do we keep doing? What do we stop doing? What do we wanna start doing? What should we do more of and what should we do less of? Just very, very simple things. Again, post-it notes and pens for the retrospective. And then the team members talk about those different patterns for themselves. One that I like to do, if particularly you're finding that say the retrospective is being missed or different parts of the sprint seem to be going a bit slow for them, I actually get them to put the different events and then rate those on a roti scale which is return on time investment. A high roti means look, that was really worthwhile. A five means that was fantastic, best meeting an event I've ever been to. A one was please, could you just let me go back to my desk and code? I got nothing out of that. And the idea isn't to make everything a five. The idea is to identify where these ones and twos and things that aren't going well and actually say well, okay, obviously you're not getting a lot out of the retrospective. What can we do to change that from a two to a three? We're not trying to get from a two to a five straight away but what can we make it to do better next time? So I really like the roti score if I'm trying to sort of understand that. And then I always ask them well, what can we do next to improve it? A good one to sort of see the mix and capabilities of your team is start to talk about the knowledge and skills that you've got in your team. And a lot of it is sort of thinking about what do we know, what did we know we didn't know? What did we know that we know and what do we know that we don't know? And the idea is to put all that up on the chart and then saying okay, well, how do we move from what we don't know to knowing? What do we need to do to move it from this side to that side so that we can understand a little bit more? And it's about moving through the different quadrants. The key thing is make sure that you walk away with that action item. Other sort of retrospectives, you might be having a lot of dysfunction in your team or you might have a new team that you're forming with and you wanna think about team building. So some of those that I really like the appreciation of retrospectives and these are really good if your team's had a pretty hard time, if there might have been some tension in the team or there's some things not going quite right. Often we're so focused on what went wrong we forget to think about all the really good things that went right and appreciate our team members. So appreciative retrospective, just what was awesome, who did a great job, wow, that worked well and a thank you. And you ask them to sort of write a post-it note for each of the team members to kind of talk about what went well and what didn't go well. The other thing I really love is a kudos card wall. Very, very simple. Just sort of putting up something for each and every team member to say, hey, I really appreciated your help on that testing. I really appreciated how you helped me understand and paired with me on that particular development piece of work. The key to when you're facilitating with a kudos card wall in particular is making sure that each and every team member has a card at least, rather than it just being the same person getting the card all the time. And often I put these sort of butchers' papers from the retrospectives in the team areas and I found that when we started to do this, the teams actually took a lot of pride in getting kudos cards and see who would get the most kudos cards on the wall. And in fact, other team members where they were integrating or helping other teams, because we've got 60 teams with this particular group, if they helped another team out, they'd put kudos cards on their walls as well, which is really, really cool. One that I did recently, I wasn't sure it would go well, was does everyone know the cards against humanity game? No, maybe not so much. Well, there's a version of it called cards against agility. They give you generic statements and then using different phrases or words from Agile, the team has given a selection of cards and they have to try and find the best fit. So we did this as kind of a bit of fun. So they said a romantic candle at dinner would be incomplete without a giro ticket, our definition of done and a retrospective. And then we voted on who was the most funny answer to that. And it was a good way to sort of do a bit of team building. So this is hopefully, might not work, no, video. So we put all the, everyone was in the middle, but we put tables around there. We had 125 people and they competed for spots to do their cards against agility. It was really, really fun. What I tend to do if I do have a few teams that are newly forming is candy love. All you need is a packet of M&M's or Skittles or equivalent where they've got different colored candy. And it's just to get to know your team a little bit better. So you pull a candy out who doesn't like chocolate and candy and you pull a color out, depending on which color you pick out of there, you'll answer a question on that. And the key to the questions is to kind of have a mix of some things that are work related, but some things that are personal to find out a little bit more about people. So the red ones, what you love about your work, yellow, your life goal, for example. Brown might be your favorite movie. Orange, something you like about your job. And blue, the best part of the sprint. So you can mix it up depending on how many colors you've got. And everyone, once you do one round, everyone wants more candy, so you can keep doing that for quite a while. And it helps you get to understand. I actually did this recently with one of my groups. And one of the girls I didn't realize that in her holiday period went to Bora Bora and helped build houses for underprivileged people. Like, I wouldn't have known that without this particular exercise. And it kind of gave me a deeper insight into what's important to her. It was really, really cool. Another one that's quite popular is, again, sort of looking at the mix of skills in the teams and who's good at what and what they like to do. Is using any sort of spider web diagram you've got that sort of identifies the different capabilities and requirements that you've got. And then asking your team to rate themselves against that. How are we on knowledge sharing? Is that something that we're focused on? Is that something that we're doing? How do we communicate? What's our quality like? Let's plot ourselves on that. You can do it individually or as how you feel you are doing as a team. And then if we want to do something about, well, what's the possibilities and what's next? Something I do particularly with my leadership team and executives or at the program level is things called a future specter. And what that is is we're looking forward 12 months ahead. And we kind of say, okay, well, this is where we want to be in 12 months. So let's think about what that looks like. What are the attitudes that we'll see? What are the behaviors? If I'm walking around the floor in 12 month time, what are the behaviors that I'm going to see? What's the culture going to be like? And then when we've sort of thought about that, then we look at, well, what enablers do we need from a people process and technology point of view to help us get there? And that actually helps us develop our change plan, our change roadmap or our transition plan of how we're going to do it better. This is one I love from one of my teams called Mamma Mia. I don't know if they named it because my name's Mia and they called it Mamma Mia. I don't know whether they were just trying to be in my good books, but yeah, we asked them at the beginning of a program increment. So we were doing safe at the time, which is a three month period of time. We said, write this up a postcard as if we've just completed this 12 week planning and tell me how it went. So Jeff, one of my product owners said, look, really enjoyed working well on refined stories that we can deliver in our sprints because they're having trouble splitting things. Our tasks really take more than a day to complete. Our team members are multi skills, they're collaborating, and we love experimenting new ways of working. And then we actually asked them at the end of the PI, at the end of the 12 weeks, read back your card and see whether you were true to that or not. And most of them, it actually, by writing it down in their postcard, which again, they put in their team area, they were thinking about it each and every sprint of, okay, well, this is what we want it to look like. Really, really powerful, really, really good to do it at their review. Team Health, we also happiness rate us sometimes because we spend a lot of time at work. We wanna make sure that we're enjoying what we're doing. Our people, our interactions are really important to us. But let's also look at our processes and tools and if they're stopping us from actually being productive, having fun, enjoying the work as well. And then obviously where you've got a lot of this, talk to them about, okay, well, what's going on there? Let's drill down into that. Let's understand what we can do better. But yeah, very, very simple tools, very, very easy way to gather data on this. If you love Lego, and I love Lego and I've got a lot of Lego around, sometimes just even a simple thing of eight pieces of Lego each, give me an animal or give me something that explains how you felt the sprint went. And share that with the group. Tell us about how you're feeling. Really, really interesting to see what they come up with. Some of them are very creative. This was one of my more creative ones. With the animals, because it was an animal one I asked them to do. A lot of them were eagles and soaring and felt things were going well. This guy was building a fortress because he felt that everyone was against him and he wasn't sort of, he was on guard all the time. So it was really, really interesting that just by doing that Lego, the team actually said, well actually I didn't even realize that Chris was going through that. I didn't realize that we're all doing that. But he was the one developer. The other two developers were on holidays and everyone left him. And just he really struggled that sprint. We wouldn't have known it if we hadn't done this exercise and people had a much more renewed understanding of like we're working with people we need to really think about these things. And again, very similar concept, weather, seasons, anything like that works to sort of say, well, you know, what's the sunny stuff? What's the clouds that are really dampening things or stopping us? You know, how do we get out of that? What are the seasons? And really interesting if you've got different people in your team see the sprint a different way. If someone felt it felt like winter and other people thought it was all sunny and great. Drill down into that. Why is that happening? So this is why this is a workshop in the interactive part. So I've shared just some of the patterns that our teams have now started to use and we found that it really helped us. What I want you to get and self-organize, apparently the magic number of team member size is 10. So if you can get in groups, grab some Post-it notes and Butcher's paper. And I'd like you to share with your group what's a really interesting pattern that you use that you find really effective. And we're gonna share some of those with the group. Really sort of want to see what yours are. I'm gonna gather them up. I'll add them to the slide so that you can actually get a copy of all the different ideas and inspirations and we'll have a two years worth of retrospectives probably by the end of this. We've got Post-it notes at the end there. We've got Butcher's paper here. You can put them up on, we've got masking tape to put them up on the side. But I'd write on the Post-it note rather than on the wall if that's okay because we don't want to damage that. But yeah, we're just gonna have 10 minutes to share all your patterns with the people closest to you. Sort of six to 10 people up to you, how many you want to share that with. If you want to do it in twos or threes, that's up to you too. More the merrier. Okay. Oh, we've got, okay. We've got plenty of Post-its now. Yeah. So just grab them all. Just grab some paper, some Post-its, pens. There you go. Just pull them all off. More paper, paper. Anybody need more paper? Yeah, yeah, write on the sticky. Share it with your group. Yeah. And then if you need pens, we've got plenty of pens. I'll take those to start. I've got some more black here. Get some more. Get some more colors. Of course you can. Well, I just share your biggest retrospective pattern. Yeah. But I've lost my phone. Just write your favorite and then share them with the group. Yeah, cool. Yeah, retrospective patterns that you want to share with the groups and cool ones. And yeah, we'll get you to share some of them. The ones that you think are the best ones. Something that you've tried, different to the slide. Yeah. Yeah, so just share ones that you've found really interesting. Yeah. No, no, if you've got a different one. Yeah, yeah. Something that you've done that worked really well for your team. Doesn't have to be that. If you've got a better one, that's what we want. Finalize your pattern and think in the group which patterns you'd like to share. We're going to come back together as a group and share them. Got the pens, I've got some better ones. These black ones might be better. Yeah. That's a great model. Yeah. Okay, just finalize everything now. Okay, so just where you are, we've got a microphone and we're just going to go around to each group and want you to share the best couple of patterns that you came up with. So who'd like to go first? You would? Okay, over here. So come up the front, hold your pattern up. So everybody. Here's our retrospective techniques here. Okay, all right. Okay, go. Right here, we actually affinity grouped our stuff. Yeah, the Lego thing, interpretive dance. That would also be artistic. But we came up with one unifying thing that could be applied to every group. We're going to go through this quickly because we're getting close to time. How about this group here? So do you want to come out the front so everyone can see you? Yes. We are the group like food. This is the first point that I put up over here that we like retrospectives only happen when you are reinforcing it. So how can you re-enforce that? That happens at two levels. The first is our team members will come. Definitely they'll say some problems are there. And if the problems are not resolved, the team is not going to assemble again. The best way to do it is re-enforce by actually taking just one part of it also and run with it and see the impact of it before the next session. And this will actually re-enforce the team to actually again report if there are issues. One of the things that we really liked which came up practice was like, each individual is asked to post this feedback. It's actually requested. Like you can just post your own feedback. One of the other practices come. Who will take the ownership of the action items? So there have to be an action item against each item that has been reported. Then we have got one more. A post it can come from each member. Appreciation is there for when you're doing it. And then retrospective is open through. Three out of the, yeah, throughout the iteration. That was an interesting thing. So what happens is during iteration, you face problems. So you wait for the end moment. Like tomorrow is a retrospective. Now we have to tell tomorrow. But what happens by the time you have forgotten? Actually you don't remember at that point of time. So there was something that you can have like you eat before fishbowl. So you can have retrospective ball also. Great, excellent. So we've had beer and we've had making sure everybody participates, which is excellent. And I like the idea of retrospective can happen anytime if you need it. Over here. Okay, so I think we have some of the patterns which are similar to what we already discussed here. One out of the box pattern that we like as a team is the movie name given in the screen. So what we do is, as we retrospect, we ask a team member to tell a movie name which the team is more aligned to how the distance goes. And then probably discuss about that after the team has told about it. So hopefully the movie's not Titanic. Oh, that's fun. Yeah, I like that. Yeah. And then one more we like is like this one. Yeah, you can, the photo is awesome. We started with the shout-outs. We had the what-out and then what was well. And the improvement. And the action items. Action items. Chocolate's important. Yeah, I like that. That's excellent. Okay, we've got two or three more groups to go. I know there's one in the middle here. Yep, okay. You can come out the front. So hello everyone. So our idea is that in the first cycle of what development or whatever project we are doing right, we will do the retrospective for time. And obviously we will have a lot of feedback, a lot of improvements ideas. So here we are trying to show that we have got a lot of ideas here to improve upon. Once that cycle is over, so we call it evolution one. We go to second stage, which is improve. A little bit improve from the first spring. Then we will have lesser ideas to improve because they have improved already on many points. So slowly we will improve like this. And by the end, we will have only few ideas to further improve. So this is an evaluation, evolution process where we are improving on every stage of our program or project or project phase. Excellent. Yeah, cool. Yeah, and I think that's really important because you're not gonna get it right the first sprint or the second sprint or the third sprint, but just keep trying something new. You'll get there. And the happy face at the end. Yes, there's always something to improve. Oh, I love it. Excellent. And it keeps going. Yeah, cool. Excellent. And there was a group over here. We can move to you or if you can bring your post at night here. Oh, one in the middle. Let's go middle and then the group over there. Yeah, that'd be good. Yeah. Okay, so the tool that we've picked, one of the most difficult things for us is to surface things which people believe in first their teammates. Or so the people tend to say nice things about their teammates but they'll actually not open up in a retrospective about what is really troubling them, the real value. So it's called the no hurt card. And there's one no hurt card for the retrospective. So somebody who has something to say that they believe might be difficult for others to position, might hurt their feelings, et cetera, can take one no hurt card. And the understanding which supports special effects is that people who are receiving end of it don't get hurt. Yeah, don't get defensive, no blame. Yeah, psychological safety. But the absence of doing this, people will hide all the things that are the future. So to give you one example, it might sound trivial but it isn't. So there's one with body order issue. So he is to come and see who's going to struggle with that but just kind of tell him that. Oh, I love it, that's excellent. Cool. You can think that we have a magnetic pair. If you have a large piece and you are doing magnetic, then you have everything as a magnet and then one extra magnet that gets stuck and then whoever repeats that has to see. Oh, yeah, I've seen people use balls and different other symbols as well. But it sticks to yours. But it sticks to you. Yeah, cool, excellent. Oh, thank you. Okay, in the final group, do you want us to all move to you? That's probably easiest. Oh, you can, someone can speak. Oh, do you want to speak to it? Yeah, just one, yeah. Can we use a portal? Can I exchange an order with you? Not for something, you know, what is the key? Yeah. What do you mean by that? You also use the same board. Yes. Which actually shows the journey by way of visualization. It's actually giving a future aspect to it. Also talking about the past, you know, what's behind, yeah. And then you think about in the future, specifically about the future. Okay, cool. A good version of your Lego. Oh, the Lego, yes. Excellent. Okay, well just grab a seat quickly. We've got two minutes together before we're finishing. Whoa, I'll give you that one back. Okay, just to, I'm not going to go through the scaling patterns. They're in the slides, which you'll be able to see. I just want to sort of just finish with just a couple of really key points that most of you did. And thank you for sharing the pattern. You've actually picked up a lot of different things that for your teams are really important, like the psychological safety of it, having fun, how do you get all your team members to talk? And just even things like long for those action items. So thank you very much. I'll collate all those and I'll add them to the slide deck so when you download the slides you'll see your post-it notes. I'll take a photo of them all. Thank you very much. Key thing, schedule them every sprint. Make sure that you at least hold a retrospective. I like the idea of the team that, well, if there's an issue, don't wait for the end. Let's have a retrospective on that now, which is also good. But at least have your sprint each and every sprint. Don't be tempted to skip it just because you're too busy. Facilitator mix it up. There's lots and lots of different facilitation patterns out there. You can talk to Alex about them. He's a liberating structures guy. Different ways. So liberating structures, 23 other patterns that you've got just there to help mix it up. Generate insights. Talk about what didn't go well and what did gather some metrics so you can actually draw some conclusions about it. But most importantly, take action. Remember that the outcome of your retrospective is to have something, even if it's just one thing that the team can actually look at for next time to improve better. There's lots of information and inspiration out there. So there's websites called Tasty Cupcakes. There's other wikis out there. I've got all the different ones there for you to actually see for fun retrospectives. You will have noticed when you look at the slide deck, go back to one here. Each and every one of them down here has the URL to get you to that pattern. It teaches you how long you need for that pattern, what materials you need and how it works. So there's lots and lots of information in there as well. And a lot of them come from these particular wikis and slides. So there's probably thousands of patterns. We've touched on today maybe 30 patterns. So hopefully you'll be able to spice up your next retrospectives and have fun. Okay, thank you very much. If you wanna find me, me or Horrigan, my blog. These slides are actually up on my blog. There's a lot more of them up on my blog as well. And please come and have a talk to me and show your patterns in the future. Love to hear about them. Thank you.