How To Improve With The Start Stop Continue Retrospective

The Start Stop Continue routine has been around for decades. It is commonly used as a ‘retrospective’ activity in Agile development and Scrum meetings.

Our development toolkit is filled with templates, activities and protocols for reflection, but often the simplest tool can be the most effective.

In this post, I explore the fundamental components of the reflection, how you can use it and the benefits. I also share an extended version that gives you some new options to try in your next review session.

Before you finish make sure you grab a copy of the editable PDF resource for the Start Stop Continue extended version. You can use it in your next meeting.

Start Stop Continue

In its simplest form, the protocol explores the three actions of its namesake. When you are reviewing the development of your project or even your own teaching practice, ask these three simple questions.

  • What should I stop doing?
  • What should I keep doing?
  • What should I start doing?

What are the benefits?

  • Provides a clear and comprehensive structure for agreeing on and setting actions.
  • Helps teams explore different types of improvements, using three different triggers.
  • Makes it easier for individuals to talk about what is not working and clarify issues.
  • Simple and memorable enough to be conducted quickly with little preparation.
  • Flexible enough to be valuable for individuals or large teams.

How do I facilitate the Start Stop Continue?

The first thing to do is grab a copy of the editable PDF resource for the Start Stop Continue. All of the sample questions below are included in the download.

This retrospective model will help you and your team explore what is working, what is not effective and what might be useful to try.

To support this and make it easier for participants, use some of the example questions below:

Start

  • What practices do you need to START doing?
  • Outline some of the new ideas that you want to start?
  • What are the habits you want to start?

Stop

  • What negative practices do you need to STOP?
  • What are the low-impact processes which need to stop?
  • What do you need to stop investing in?

Continue

  • What established practices do you need to CONTINUE doing?
  • Which aspects of your work need to be maintained?
  • What needs continued investment to maintain the impact you want to see?

A useful hack from Sarah Beldo, Head of Content and Communications at Miro, is to switch the order a little:

I’ve found that people find it easier to think about what already exists – both the good (“continue”) and the bad (“stop”), before venturing into uncharted territory (“start”).

Sarah Beldo, 7 retrospective templates we love and use at Miro

Start Stop Continue

Extend Your Reflection

Beyond the core Start Stop Continue routine, we can extend the reflection protocol in a few different directions. I think these provocations offer some much-needed nuance to the activity.

For example, the option to Pause, and not just Stop, is a useful distinction. The addition of shifting the thinking frame forward and back in time helps us to consider some important strategic modes of reflection.

I have developed the following additional provocations to complement the core trio and help you facilitate a comprehensive reflection.

Improve

  • What aspects of your practice can you IMPROVE?
  • Which parts of your project have room for growth?
  • What changes can you make to increase the impact?

Pause

  • Which elements of our work need to be PAUSED to allow resources to shift elsewhere?
  • Which projects would benefit from a short developmental hiatus?
  • Which projects are a priority and would benefit from other elements being PAUSED?

Fast Forward

  • Which aspects of this project would benefit from an increase in pace?
  • How might we increase the speed of development?
  • In the future what might be a block or challenge to the success of this?

Rewind

  • What have we learned from the story of development so far?
  • If we returned to the beginning of this project what would we start with?
  • What can we learn from how this problem was handled in the past?

Challenge

  • Which assumptions do we need to CHALLENGE?
  • What bias do you need to talk about and better understand?
  • What will you do to disrupt and challenge the status quo?

Download your editable PDF

If you are interested in this extended version of the model you can download an editable PDF. Just subscribe to my weekly newsletter and I will send you a copy.


Potential Uses and Applications

  • You have reached the end of a teaching placement, and you want to capture your reflections.
  • Your team is making progress with the implementation of a new programme prototype and you want to refine the approach.
  • You want a simple structure to use with your coach to reflect on the past few weeks.
  • During a weekly catchup with one of your team, you want to implement a simple structure for personal/professional mentorship.
  • At the beginning of the term, you want a framework for some collective reflection for your class.
  • You have moved into new learning spaces and need a tool to review what is working and what needs changing.

Further Reading and Resources

7 retrospective templates we love and use at Miro – MiroBlog | A blog by Miro. (2020)

Start, Stop, Continue Tutorial by Say, M. | Forbes. (2021)

The Stop, Start, Continue Approach To Feedback | The World of Work Project. (2019)

Start Stop Continue Template & Start Stop Continue Retrospective | Miro Template Library. (2021)

Learning Alignment Model

In this post, I want to introduce you to a Learning Alignment Model that I have developed with some of my partner schools over the last few years.

It is not a step by step process to design learning, but more of a high-level thinking model to engage with that uncovers some interesting potential tensions in our classroom work.

As you will see the model also helps explain a little about the line of sight from whole school strategy through to the actual process of learning.

Starting Points

There have been a few sources of inspiration for this Learning Alignment Model.

First would be the work of Dylan Wiliam and his simple, yet a powerful, statement that “children do not learn what we teach.” In explaining this Wiliam refers to the work of Denvir and Brown (1986) who explored the developmental path of learning number concepts with 7-9-year-olds.

Wiliam explains that despite targeted instruction children do not learn what we teach. You can access a webinar here in which Dylan Wiliam explains this in more detail, have a look from the 01:48 mark.

This discrepancy and unpredictability remain a powerful provocation. It is something that I experienced throughout my teaching, but I never stopped to question or reflect why. This model helps to surface that provocation.

The second instigation is the various definitions of curriculum. When you explore the work of curriculum development, various sub-sets of the curriculum emerge. For example these eight ideas:

The recommended curriculum derives from experts in the field. Almost every discipline-based professional group has promulgated curriculum standards for its field.

The written curriculum is found in the documents produced by the state, the school system, the school, and the classroom teacher, specifying what is to be taught.

The supported curriculum is the one for which there are complimentary instructional materials available, such as textbooks, software, and multimedia resources.

The tested curriculum is the one embodied in tests developed by the state, school system, and teachers. The term “test” is used broadly here to include standardized tests, competency tests, and performance assessments.

The taught curriculum is the one that teachers actually deliver. Researchers have pointed out that there is enormous variation in the nature of what is actually taught, despite the superficial appearance of uniformity (Gehrke, Knapp, & Sirotnik, 1992).

The learned curriculum is the bottom-line curriculum—what students learn. Clearly, it is the most important of all.

In addition, there is often reference to the hidden curriculum (a term coined by Jackson, 1968) is the unintended curriculum-what students learn from the school’s culture and climate. And the excluded curriculum is what has been left out, either intentionally or unintentionally.

These definitions are taken from Planning And Organizing For Curriculum Renewal by Allan A. Glatthorn, Judy F. Carr and Douglas E. Harris.

This model of curriculum design and development is at the core of my own model.

A final core provocation for me was the concept of Constructive Alignment from John Biggs the author of the SOLO taxonomy. He explains:

In constructive alignment, we start with the outcomes we intend students to learn and align teaching and assessment to those outcomes.

The idea of alignment provides an accelerant for how these parts work together. I wanted to create something that combined the three concepts and focused more on the learning experience than just the curriculum.

I share it as an ongoing work in progress and I would be grateful for your comments and critique.

ABHS Melbourne Learning Tour 2018 1

When you review the model I want you to take into account a few ideas about how it might be used and thought about.

Supporting Notes and Explanations

  • It deliberately emphasises learning over assessment or curriculum.
  • Instead of saying planning I have used “Designed Learning” as I think this is richer articulation of what needs to occur. Start with the learner.
  • I felt I needed to add the word “Experience” in to the upper levels to distinguish from the core level of “Learning” at the base.
  • There is a connection between a broader whole school vision statement (Conceptual) and the designed learning. How each classrooms aligns itself to those core values and how that flows down to the learning that occurs.
  • As you move down the model there is less control. We can write visions statements down and collaborate on learning design, but as soon as those ideas are enacted there are more variables.
  • There can be a big difference between what we design, what we teach and what the actual student experience ends up being. This was highlighted to me recently when a young teacher reviewed some video of her lesson introduction and realised how much she was talking. Her perception of that was very different than the actual experience students had.
  • The base level Learning was added later as the model developed as I wanted to include the cognitive process we do not see. How do we know that learning has happened? In order to be able to better understand this we need better proxies for learning. This leads to discussions about assessment design which is a bridge between instruction and learning.
  • Write these out on cards and consider how they pair together and influence each other. Explore how they are sometimes aligned and sometimes very much disconnected.
  • There is a major assumption inherent in the model that better alignment = better learning. I am not sure this is always true. Sometimes great learning happens when we least expect it and often when we do not plan or design for it. Does all learning have to be designed?
  • This alignment could be different for every child. When we move the model from curriculum and design to learning, we have to consider the actual experience and change in long term memory will be different for every student.

Here is the model in plain text format.

Conceptual Learning ExperienceVision statement / teaching and learning principles or frameworks
Designed Learning ExperiencePlanning and programming / Curriculum documentation
Enacted Learning ExperienceTeaching and facilitation
Actual Learning ExperienceThe student’s direct experience of teaching and learning
LearningChanges in long term memory

To finish, I want to share some summary questions that you can use when exploring the model and that act as further provocations for thinking about the design of learning.

Accompanying Questions and Provocations

  • How do you know that learning has occurred?
  • What can you do to better understand the student experience?
  • What is the difference between planning and designing?
  • What proxies for learning do we use?
  • How does the student experience of learning align with what our community values the most?
  • How is every learning experience an expression of what we are striving to achieve as a whole school?
  • How can we make the best use of unexpected teachable moments with the same rigour as those that we design?
  • How might we use formative assessment to bridge between teaching and learning?
  • How can we improve our skills in assessment design?

I still have plenty of areas I want to explore with this model and I would be delighted to hear your reaction and response.

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Are you transfixed by a proxy for learning?

This is an exploration of a few emerging ideas from my work today. During a coaching session I was exploring the idea of the “proxy”.

The word proxy means “agency of one who acts instead of another; letter of power of attorney”. In fact a contraction of procuracie (c. 1300) a word meaning administration or management.

A model I have been using with leadership groups over the last year (blog post on the way) is the idea of alignment. One part of this is the alignment between the Actual Learning Experience and Learning.

This might also be called the alignment (or difference) between Performance and Learning. David Didau refers to some work by Nicholas C. Soderstrom and Robert A. Bjork,

  • We can only infer learning from performance
  • Performance during instruction is a poor indicator of learning
  • Reducing performance might actually increase learning.

Soderstrom & Bjork (2013)

Many different sources refer to some other work by Professor Robert and the slide below from his presentation What Makes Great Teaching?

The “Curriculum is covered” is one that resonates as I hear that language a great deal. A poor proxy for learning.

There is a lot more to explore and for me to learn about some of these ideas but I enjoyed this insightful take on proxies from Seth Godin in his post Avoiding the False Proxy Trap:

Sometimes, we can’t measure what we need, so we invent a proxy, something that’s much easier to measure and stands in as an approximation.

This helped me get a clear sense of how we might create poor representations or flawed proxies for learning. It also made me think more about assessment and the design of assessment in schools.

Godin concludes by saying:

You’ve already guessed the problem. Once you find the simple proxy and decide to make it go up, there are lots of available tactics that have nothing at all to do with improving the very thing you set out to achieve in the first place. When we fall in love with a proxy, we spend our time improving the proxy instead of focusing on our original (more important) goal instead.

Gaming the system is never the goal. The goal is the goal.

A good provocation to think through if he, for example, is referring to learning. It would be great to hear your thoughts in the comments below.

#28daysofwriting

Photo by Bianca Isofache on Unsplash