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- Team growth and positioning
- Team / individual achievements
- External recognition
- New development
- Campus involvement
- Working with faculty
- Innovation / research output.

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- Team meetings / communication
- Changes to roles and workload  (what increased? What decreased?)
- Cross-team collaboration
- New development
- Campus involvement
- Working with faculty
- Innovation and research output.

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To reflect on the year and share open and honest feedback so that we can identify how we can improve.

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- Team communication and our shift to remote working
- Changes to team roles and work processes
- Platform migration and supporting the School to deliver remote teaching.

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Group 1
Phil, Harriet, Maria, Dom & Lulu.

Group 2
Valentina, Jana, Nai & Tarek.

Group 3
Andy, Angela, Karina & Matt.

Group 4
Jamina, Joe, Gaby & Ashley.

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12:00 - 12:10: Welcome
12:10 - 12:30: Presentation and team lunch
12:30 - 1:00: Survey results
1:00 - 2:00: Retrospective: What went well? What didn’t go well? What can we improve?
2:00 - 2:30: Summary and agreed action plan

2:30 - 3:00: Office space

3:00 - 3:30: Break

3:30 - 5:00: Virtual immersion

5:00: Virtual cocktail/mocktail hour

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- Be nice
- Focus on positive outcomes / solution-focused
- Honesty
- Confidentiality
- Future focused (big picture)
- Listening (and not interrupting)
- Open to suggestions (non-judgmental)

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- More Faculty know who we are and what we do (website will help)
- More respectful interactions
- Developing new working relationships with programme team(s)
- Nai done an amazing job with award recognition
- Team has grown together (not just lockdown-related)
- Lockdown situation has prompted professional development, innovative solutions
- Launching SM online programme despite lockdown disrupting plans.

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- Communication
- Strategy- who was going to work on what
- Remote onboarding went very well
- People are available and willing to help each other
-  Identifying that we needed more resourcing
- People went above and beyond- keeping standards high
- one-on-one training (making sure faculty is comfortable)
- Making relationships with faculty that last long (relationship management)

- Communication outside the edtech lab (connections)
-  Reputation has increased
- Trust in us as LDs ( E-learning HEROS)
- Interested to see how new consultations will go
- Clear templates to make sure everyone was on the same page

- Dev (support during onboarding)
-  Effort to keep everyone together/ team bonding.
- Team morale (individually tried to keep positive and motivate one another)
- Managers kept everyone in the loop as to what is happening. (Transparency from above)

- Great mental health awareness/ wellbeing

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- We achieved everything we needed to do
- Improved faculty relations
- Able to work with different members of the team in different ways
- An acknowledgment and further understanding of the work of the Edtech Lab
- Welcomed new people into the team successfully
- Made the larger organisation of Imperial College more cohesive

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External recognition thanks to Nai and the team
We delivered everything we had to at good standard
The dev team produced a high amount of training resources and provided training sessions (new skill set)
New and amazing staff members could join the team
It is easy to connect internally even if we work remotely
Positioning ourselves externally (e.g. FOME) and internally (by providing consultations to faculty members for on-campus modules)
We helped the School to maintain student satisfaction high
Time dedicated to evaluate what went well and what can be improved
Interesting and important research done (but we would like to have more opportunities to share it more widely)

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- Smaller conversations in the office have been replaced with longer meetings
- Increase in workload
- Roles have expanded to take on more tasks and jobs
- Lack of deep focus time
- Some better communication and collaboration could've prevented panic and urgency
- Overwork past normal working hours
- Restricted holiday time

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- Scope creep. All IT issues, suddenly became Edtech problem.
- Increase in workload. Demands on your time.
- Everything is/was urgent.
- New set of comms skills required.
- Teething issues with Summer term and again Autumn term. Learning from mistakes.
- Platform migration issues. Change management.
- Understaffed for workload.
- Some rude Faculty.

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- Team meetings: good to have updates but it would be more helpful to use the time to reflect on our work with active participation of all teams.
- Workload: higher workload with less involvement in other projects that could help professional development  (on-campus on top of online development and delivery). A lot of admin and manual tasks.
-Many projects have been put on hold due to COVID
- Faculty: Aggressive behaviours we had to put up with

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- No time to plan (overtime/ran out of time)
- Communication with faculty could have been better / prevent them from panic

-  Work load (roles and responsibility) who had to do what
- Responsibility creep (identify who does what)
- Training (1-2-1) could have been group training

- Lots of meetings (  much better at streamlining them now)

-Efficiency ( training faculty) redoing things/ redesigning

- There wasn't enough time to change things that weren't efficient

- Consistency - no time to discuss and people make decisions in silos
- Lack of knowledge (reactive not proactive)

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- Communication and team meetings: Perhaps a regular newsletter to update everyone and use the time in team meetings for reflection. Also, could these be more participatory (with breakout rooms)
Communication: set guidelines and expectations in terms of how we use our communications channels (Teams and emails) - Do we have to reply immediately (if we don't, some issues might escalate)? If you need to get hold of someone what should/could we do? what is 'urgent'? Could we perhaps allocate a time a day to chat/talk via Team as a replacement for coffee time? - And we could share our approach with the School for others to know

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- Find a way to communicate better (e.g. use Team statuses to signal 'focused mode')
- Stand ups, find a different way of doing these? Perhaps less frequent covering tasks/jobs over a week rather than daily.
- Shadowing team members
- Better use of Asana or other organisational apps?
- Better understanding of our own roles as well as other roles in other parts of the team
- Promoting the work of Edtech Lab outside of the team (build confidence and understanding with faculty and other stakeholders)

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New templates ( change in approach on campus/online)

Understanding where we can add value

Communication- newsletter/ website - link to training (video training/ group sessions) Pointing faculty to resources - this will open up our time

Faculty onboarding process : use resources

Consultations: Faculty have direct buy-in

Time/ planning: Making sure each team has time to complete what they need to do ( better communication better quality of work)

Standardise approaches: Videos  take x amount of time / have a standardised approach to ways of working

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- possibly setting up "messaging times" on Teams e.g 9-5 - anything outside of that - only urgent.
- Putting in out of office/diary times for lunch time to remind you to go away from your desk.
- Meetings: less morning standups
- Perhaps more valuable team meeting once a fortnight and midweek temperature check.
- Check in - in the weekly meeting rather than update from one person.
- Basecamp - book on remote working - how to best work remotely. (£3 on kindle) https://basecamp.com/books/remote
- email etiquette - efficiency summary of actions/be clear and concise

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- Posing problems for feedback and thoughts
- Rotate by sub-team / take in turn to share (request, update on challenges, piece of work)
-

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Mid-week checkpoint - morning coffee instead?

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- Shouldn't engage out of core hours (8:30 - 6pm)
- Use the "Do not disturb"
- Expectations around how you receive messages.
- Making space to talk to colleagues (set up social space)
- Actions should go via email.

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Website and social media platform. How do we do the work?