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)

Restart, Reframe or Recast

Let’s unshackle from the present pressures and look ahead to a further horizon.

See these as provocations you can use with your teams as you begin to navigate your way through the next few months. How will you process the transition? What language will guide your thoughts and actions?


Restart

Is it even possible to go “back to normal”? Where would we be going back to?

Restart the race. Restart your modem, Restart your Fitbit. Turn it off and on again. “Just restart it and it should return to normal”. Is that what we will be doing in this transition?

The challenge with the restart disposition is that it implies everything else has remained constant. We can achieve the same outcomes in our schools and businesses with ideas that worked before. Relying on an assumption they will work again.

Everything has shifted and maybe our approaches and ideas need to adapt.

Taking a hardline on this may also be a blindspot. “This is not a restart, everything has changed” may also be implausible. Let’s stay connected to the amazing ideas we had two months ago and adapt those that had the highest impact. Don’t lose sight of what works.

Your Talking Point
What has remained true and constant? Why are those ideas and approaches more resilient than others?


Reframe

Framing and reframing a problem is a common approach in creative problem-solving processes like design thinking.

What benefits might there be from approaching the transition as an opportunity for reframing what we do?

In therapy cognitive reframing is used to help explore a range of different perspectives and restructure experiences.

a psychological technique that consists of identifying and then changing the way situations, experiences, events, ideas, and/or emotions are viewed. Cognitive reframing is the process by which such situations or thoughts are challenged and then changed.

We might not be able to change the circumstances we are facing and real changes we experience, but reframing helps us to see alternative perspectives.

A simple example of this would be the difference between saying, “we are stuck at home” compared with “we get to spend more time with our loved ones”. That is an example of reframing.

Approaching our transition to a new pattern of work and learning, through reframing would help you:

  • Identify and understand different perspectives
  • Recognise competing truths
  • Challenge assumptions
  • Identify opportunities for growth and development

Your Talking Point
How is your frame of reference, for work and learning, different to your colleagues? Reflect on something that you have recently changed your perspective or opinion on.


Recast

To recast is to take the existing parts and to reshape them into a new form. Is that what we might experience with school? With our work-life?

Recasting the role of school in our society. Recasting the experience of learning for students. Recasting what it means to ‘work’.

Bellfounding is the casting of bells in a foundry for use in churches, clocks, and public buildings. Broken or out of tune bells would often be melted down and recast into something new.

Bell metal was considered so valuable that the first bronze coins for England were made in France out of melted-down old bells.

If our approach to transition is to recast, this is fundamentally different from restarting. We apply an intentional force to what we have. Reshaping it to a new form of our own design. Not simply restarting with what we had.

It also differs from reframing. We are not simply describing our situation in a new light. We are not just thinking of the opportunity as opposed to the hurdle. We are creating something new from the salvageable, unimaginable and valuable experiences we face.

Your Talking Point
What aspects of education and work need to be recast and reforged? What do you think Winston Churchill meant when he said, “Never let a good crisis go to waste”.


Restart, reframe and recast. Perhaps our transition to normality, the repeatable habits and patterns we enjoy, will incorporate a whole range of approaches. As always, let me know what resonates with you.

SOLO Taxonomy Question Chains

This is an example of a SOLO Taxonomy Question Chain. A series of connected questions that explores a subconcept.

Follow each row, and you will see each question using the language and verbs associated with the SOLO Taxonomy levels.

Here is some of the context for creating this set of questions:

Curriculum Focus
Daily and seasonal changes in our environment affect everyday life ACSSU004

Achievement Standard
By the end of Kindergarten, they suggest how the environment affects them and other living things.

Sub-concepts to Explore
Types of weather + causes, seasons and seasonal weather changes, the impact of weather on human behaviour, clothes that we choose to suit the weather, the impact of weather on animals, environmental patterns.

Impact Effort SOLO Taxonomy Question Chains 1

3 Steps to Improve Your Next Workshop

I have been facilitating lots of different sessions recently with teachers, school leaders and architects. Here are a few tips and ideas to help improve your next workshop.

001 franchise

1) Don’t be afraid of providing independent reflection and thinking time.

All too often, we run workshops in the whole group mode or table group mode. We have to keep the individual mode active to improve the flow of thinking and dialogue.

Typically I use the individual thinking time as I would when running idea generation activities. Most of us are more receptive to other people when we have had time to think on our own. All you have to do is provide time for workshop participants to collect and capture their thoughts before launching into other modes. Compare the workshop scenarios below and reflect on which you think would be most effective:

(A) Take a look at the provocation on the screen [it reads] “If learning were a shape it would be a spiral” [no thinking time] What do you think? [to the whole group]

(B) Take a look at the provocation on the screen [it reads] “If learning were a shape it would be a spiral” [no thinking time] Talk to the people on your table about what you think.

(C) Take a look at the provocation on the screen [it reads] “If learning were a shape it would be a spiral” Spend a few minutes reflecting on your own about this. You might like to draw and make some notes. Gather your thoughts and be ready to share in a small group. [Lots of thinking time, pressure off]

(C+) Now you have had some time to think about the provocation. Talk to the people on your table about your ideas. Make sure you think carefully about stepping up and stepping back so everyone can share.

(C++) It sounded like you have had some time to explore that idea – I overheard a few points I would like to focus on, but who will share something that resonated with them [whole group dialogue, with a few points at the ready to provoke further and draw people in]

Your Next Step: Design your workshop to balance individual small group and whole group dialogue and thinking modes.

002 culture shock

2) Create the right conditions for high-quality dialogue

The most common piece of feedback I get from my workshops and sessions is about time. People wish for more time and hope they can recreate the experience in the future.

More specifically, they express gratitude and appreciation for the time and space to engage in authentic and meaningful dialogue with their peers.

It might sound almost too obvious, but stepping out of the “work” structure and engaging in dialogue about the work, is rare. My workshops put dialogue at heart.

Participants in my sessions enjoy the opportunity to share, discuss and explore with colleagues. It would help if you thought about ways to create these experiences too.

Your Next Step: Plan a little less, allow more time for dialogue, design simple ways to capture thinking, allow more time for dialogue.

003 open economy

3) Respond to the people in front of you

“Football isn’t played on paper” as the saying goes, we might have a great plan but making it happen can often be the biggest challenge. Let’s keep running with the idea of “planning less” a little further.

I would say that in close to 75% of the time, I have more than I need for a workshop. My ideas flow, but the experience might not allow for deeper thinking and a better experience of meaningful dialogue.

Although I might have spent time refining a workshop plan and shared this with the client beforehand – I never shy away from going off-script. Respond to the people in front of you – use ongoing feedback to check in and gauge the progress they are making. “Everything ok? Do you need some more time?”

If you set up a chunky provocation and create the right conditions for deeper thinking and dialogue – you have to allow participants the opportunity to ensconce themselves. There is nothing more dissatisfying than being pulled abruptly out of this type of activity.

You want people to express appreciation for the time you designed for them, not lamenting the workshop as a missed opportunity.

Your Next Step: Design the workshop with rich provocations, allow time to get ensconced, respond to the needs of those in front of you.

Are you designing workshops or staff meetings and want some inspiration? What are your biggest challenges when it comes to facilitating professional learning sessions?

dialogiclearning.com

This first appeared in the 137th issue of the Dialogic Learning Weekly Newsletter

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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