The Last Retrospective
In an ongoing agile endeavor, the practice for eliciting and applying freshly learned knowledge going forward is the periodic “retrospective” (aka periodic post-mortem to the “traditional” old fogeys). Theoretically, retrospectives are temporary way points where individuals: stop, step back, cerebrally inspect what they’ve accomplished and how they’ve accomplished it, share their learning experiences, suggest new process/product improvements, and evaluate previously implemented improvements.
As the figure below depicts, the fraction of newly acquired knowledge applied going forward is a function of group culture. In macho, command and control hierarchies like culture B, the application of lessons learned is suppressed relative to more flexible cultures like A due to the hierarchical importance of opinions.
Regardless of culture type, during schedule-challenged projects with a fixed, do-or-don’t-get-paid deadline (yes, those projects do indeed still exist), this may happen:
When the elites upstairs magically determine that a panic point has appeared (sometimes seemingly out of nowhere): retrospectives get jettisoned, the daily standup morphs into the daily inquisition, corner-cutting “practices” become best practices, and the application of newly acquired knowledge stops cold. Humans being humans, learning still naturally occurs and new knowledge is accrued. However, it is not likely the type of knowledge that will help on future projects.