DAKI – Drop, Add, Keep, Improve

DAKI stands for Drop, Add, Keep, Improve: it is a structured retrospective format divided into four quadrants. It serves to bring out what hinders the team, what they want to try, what they wish to preserve, and what they need to adjust. The game involves a period of silent individual expression, followed by a sharing session, grouping, voting, and action selection. Compared to Start / Stop / Continue, the Improve box adds a useful nuance: not everything that poses a problem needs to be stopped.

Walkthrough

1. 1

   Setting the framework and the four quadrants

   5 min

   The facilitator prepares a visible support with four clearly named areas: Drop, Add, Keep, Improve. They announce: "We will look at our functioning from four angles: what we stop, what we add, what we keep, and what we improve. The goal is not to solve everything today, but to come away with one to three concrete actions and a responsible person for each." Participants check that they can see the support and understand the scope of the retrospective. This framing avoids scattered discussions and makes the following steps smoother.

   Tip — Write the definitions directly in each quadrant, not just the titles: this prevents Improve from becoming a duplicate of Drop or Add.

2. 2

   Clarifying the DAKI categories

   5 min

   The facilitator explains each quadrant before any production. They say: "Drop: what we stop because it adds no value or hinders us. Add: what we want to add or try. Keep: what works and we want to preserve. Improve: what already exists but deserves to be improved." Participants can ask questions for clarification, without debating concrete topics yet. The important point is to show that Improve allows for nuance: a practice may be useful but insufficiently effective today.

   Tip — Provide a fictitious and neutral example if the team hesitates, but avoid real examples from their context: you risk steering the responses.

3. 3

   Individual silent writing

   8 à 10 min

   The facilitator distributes post-its or opens the collaborative board, then initiates a silent period. They give the instruction: "Write your ideas one by one, on separate post-its, and place them in the corresponding quadrant. Don’t strive for perfection: note what seems important to you." Participants work alone, without commenting on others' ideas. The silence helps avoid groupthink and gives a real place to those less spontaneous in speaking.

   Tip — If the post-its become too long, remind them: "One idea per post-it, phrased clearly enough to be understood without interrupting you for too long."

4. 4

   Presentation by quadrant

   12 à 15 min

   The facilitator goes through the quadrants one by one, in an announced order, for example Drop, Add, Keep, Improve. For each quadrant, they invite everyone to briefly present their post-its: "Read your idea and add a contextual sentence if necessary, without starting the debate just yet." Others listen and can ask for a short clarification. This step serves to make contributions understandable before comparing or prioritising them.

   Tip — Time the speaking turns flexibly: if a discussion starts, note the topic as a point to address later and return to the presentation round.

5. 5

   Grouping similar ideas

   7 à 10 min

   The facilitator suggests grouping the post-its that talk about the same subject or a common problem. They say: "We will group similar ideas, without merging them too quickly or losing nuances. If you disagree with a grouping, say so now." Participants help move the post-its and name the groups when useful. The goal is to make the board readable and prepare for a relevant vote, without making weak signals invisible.

   Tip — Keep the original post-its visible in the groups: a group title alone can erase an important phrasing or a useful tension for the debrief.

6. 6

   Voting to prioritise

   5 à 8 min

   The facilitator announces the transition to voting and reminds that the vote is to choose the topics to delve into, not to judge people. They say: "Vote for the ideas or groups that seem most important to address now, considering our objective and our capacity for action." Participants vote on the selected post-its or groups, then the facilitator identifies the most supported elements. This prioritisation avoids concluding with a list that is too long and impossible to follow.

   Tip — Before revealing the results, ask for a minute of silent voting: the votes will be less influenced by the first visible choices.

7. 7

   Choosing one to three actions and a responsible person

   8 à 10 min

   The facilitator takes the priority topics and guides the transformation into actions. They say: "We will choose a maximum of one to three actions, clearly formulated, with a responsible person for each. The responsible person is not necessarily the one who does everything: they ensure that the action progresses." The group briefly discusses what is realistic, then validates the actions and the responsible persons. This step is essential: without concrete decisions, the retrospective remains a simple inventory.

   Tip — Politely refuse vague actions like "better communication": ask, "What observable first step can we try?"

8. 8

   Closing and securing follow-up

   3 à 5 min

   The facilitator reads the one to three chosen actions, their responsible persons, and the expected meaning of each action. They ask: "Does everyone understand what has been decided and what will happen after this workshop?" Participants confirm or adjust the phrasing one last time. The facilitator thanks the group and reminds that the Keep elements are as important as the problems: they indicate what needs to be preserved. The closure provides stability and prepares for the next retrospective.

   Tip — Photograph or export the board immediately, then send the validated actions quickly: the longer the delay, the lower the commitment.

Variants

• Remotely, use a collaborative board with four areas Drop, Add, Keep, Improve. Keep the same steps: silent writing, presentation by quadrant, grouping, voting, then choosing one to three actions with a responsible person.
• For a team not used to retrospectives, start with Keep before Drop. This establishes a more constructive atmosphere and prevents the workshop from being experienced as a blame session.
• For a group of 10 to 12 people, significantly limit oral explanations during the presentation: each participant reads their post-its and only elaborates if clarification is requested.
• For a retrospective very focused on continuous improvement, dedicate more time to the Improve quadrant to distinguish what needs to be adjusted from what should truly be abandoned.