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The term "right mindset" is often used at the moment to draw a distinction. A demarcation between those who have "got it" and those who run like cows after the dogmatic ringing of the Scrum bell.
Of course, Scrum works particularly well when values and principles are truly internalized. The desire for an agile mindset expresses this. We want to be able to work in a community of values in which true agility comes to the fore.
This is how the term mindset can be understood for the time being - as the collective of our personal attitudes, stances and beliefs. Our mindset develops over the course of our lives on the basis of values that are important to us, but also through the positive and negative experiences we have. The mindset acts as a kind of filter and influences how we perceive certain situations, but above all how we perceive ourselves in certain situations. How we approach a decision and the actual actions we take as a result are largely determined by our mindset.
If we understand the term as described here, then the term is at least clearer. In the context of agile working, the term mindset is then often referred to as the set of attitudes that favor agile working. In other words: with an agile mindset, agile working is more pleasant, more effective and also more sustainable.
These three attitudes are a good basis and qualify an agile mindset:
The most important basic building block of an agile mindset is a positive attitude towards change, as this is a prerequisite for further development and growth, both for the company and for one's own personality. However, it is also crucial to reflect on your own role within a change process and to recognize that change can be generated from within, i.e. from within yourself, and that you are not in the hands of others. It is also important to realize that agility in a company cannot be a one-size-fits-all solution. The environment must be one in which change is welcomed, because only then is it possible to develop an intrinsic motivation for change.
Openness to new perspectives also makes it possible to think and act in an agile way. Putting on blinkers, ignoring the outside world and only following the prefabricated, strictly planned path will not get us where we want to go today. It is better to admit that the world is subject to constant change, which we cannot escape. For an agile way of working, it is therefore necessary to be open to things that lie outside the current subjective perspective. Having an awareness of the fact that not everything is obviously recognizable from the subjective perspective enables agility. Here, interaction with others can be the key to changing and adapting one's own perspectives and thus being able to act in an agile manner.
But an agile mindset also determines how we view learning. This raises the following questions: How do I deal with defeat? Do I give up or do I see it as a challenge and try even harder? People with a growth-oriented mindset see it as being in their own hands to bring about change and to be able to achieve what they set out to do with effort and diligence. Dealing with criticism also plays an important role in the learning process: do I prefer to go on the defensive and withdraw or do I see criticism as an opportunity to look at myself from the outside and work on myself? If you accept problems and obstacles for yourself as opportunities to learn, further development and growth become possible.
In addition to these, values such as respect, cooperation or focus on value creation are also frequently found. These values can also be found in the three settings we have selected.
Agility in a company means embracing changing circumstances and being open to change. Some people find this easier than others; they are born with an attitude that favours agility or have internalized it over the course of their lives. Others find it difficult; they may see advantages, but not the way to get there.
If I want to achieve the agile mindset, then following the Scrum rules is only partially helpful. This is demonstrated by reality and the many half-hearted Scrum environments in which pseudo-Scrum or pseudo-agility is feigned. And let's be honest, very few people have or know a perfectly functioning Scrum team.
Fortunately, a person's mindset is not set in stone. A fundamental prerequisite for changing the mindset is the conscious will to change. Change therefore always starts with the individual. Reflection is a driving factor that enables changes in mindset. Frequent questioning or reflection is helpful. You can rethink your own role and ask yourself how you can drive change forward so that you don't fall back into old, hierarchical decision-making structures. This can create an openness that makes it possible to think and work in an agile way and thus to adopt agility as a holistic concept and not just leave it at the term "agility".
If the decision is made that a company wants to work agilely, there should also be a meaningful reason for this. Agility must not be seen as an end in itself; there must be an objective that requires agility. If the manager decides that Scrum should be used for no reason, there can be no intrinsic motivation and no one will develop an agile mindset because there is no sense behind it. Scrum is not a one-size-fits-all solution; the environment and objectives must be right.
Change cannot be driven by command from the outside. Instead, a working environment should be created in which people focus on the strengths that already exist in the team and drive them forward. By recognizing these strengths, the possibility for change can be opened up, as this conveys a sense of security.
Creating security and trust can help to allow change and open people up to it. Only those who can move safely can change. Dealing with mistakes and open communication are also driven by security and in turn require openness to change. Of course, it is not always possible to get everyone in the company on board and get them excited about change. However, it is crucial to create sufficient security so that people do not stand in the way of change and slow it down. Otherwise, the manager's other skills are required here in order to talk to the employees and get to the bottom of the problems.
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