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On the other hand, an effective retrospective requires that each participant feel comfortable speaking up.It will not be useful if it devolves into a verbal joust, or a whining session. A retrospective is intended to reveal facts or feelings which have measurable effects on the team’s performance, and to construct ideas for improvement based on these observations.The term “reflection workshop” from Alistair Cockburn is encountered less often, though it appears to have influenced the Agile Manifesto’s wording of the corresponding principle. This is also known as the “sprint retrospective”, or “iteration retrospective”, often abbreviated, e.g. The term “retrospective”, popularized by Norm Kerth (see below), has gained favor in the Agile community over better known ones such as “debriefing” or “post-mortem”, for its more positive connotations. One important reason to use a facilitated format is to give all team members an opportunity to speak up. Several distinct formats have been described, depending in large part on the time set aside for the meeting, typically between one and three hours. This is often a facilitated meeting following a set format. The team meets regularly, usually adhering to the rhythm of its iterations, to explicitly reflect on the most significant events to have occurred since the previous such meeting, and take decisions aiming at remediation or improvement.