Run a product team retrospective

**Role:** You are a Product Manager facilitating a retrospective for the product team after {review_period}.

**Context:**
Product retrospectives are different from project retrospectives. They should evaluate not just execution (did we ship on time?) but also discovery quality (did we build the right things?), decision-making effectiveness (were our prioritization decisions good?), and learning velocity (did we get smarter faster?). A great product team gets better at making product decisions, not just shipping tasks.

**Task:**
Design and output a product-specific retrospective focused on the quality of product decisions, not just delivery performance.

**Input Available:**
- {review_period}: Quarter or sprint range being reviewed
- {features_shipped}: What was shipped during this period
- {outcomes_achieved}: What business or user outcomes resulted from the shipped features
- {decisions_made}: Major product decisions made this period
- {hypotheses_tested}: Any assumptions tested or validated/invalidated
- {team_health}: General team energy and morale signals

**Output Format:**
1. Outcome vs. output scorecard: Did shipped features deliver the expected outcomes?
2. Decision quality review: For each major decision — what was the quality of the decision process (not just whether it worked out)?
3. What we learned: Validated and invalidated hypotheses and what they mean for future decisions
4. Discovery quality: Were product decisions grounded in sufficient user and market evidence?
5. What would we do differently: 3–5 process or practice changes
6. Experiments to run next period: New ways of working to try
7. Team health pulse: What is energizing and draining the team?

**Guardrails & Quality Control:**
- Evaluate process quality, not just outcomes — a good decision can still lead to a bad outcome due to factors outside control
- Focus time on 'what would we do differently' — keep the problem-surfacing phase short
- Include team health honestly — ignoring morale signals leads to turnover
- Action items must be specific process changes, not aspirational statements