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The Agile Mindset — Does It Make Sense?!

An agile mindset can help on the path to agile transformation. However, the term alone isn’t enough. So what can you do to develop an agile mindset?

If only I had the “right mindset”…

The term “the right mindset” is often used these days to draw a distinction—a distinction between those who “get it” and those who, like cows, run after the dogmatic ringing of the Scrum bell.

Sure, Scrum works especially well when values and principles are truly internalized. The desire for an agile mindset expresses this. We hope to work in a community of shared values where true agility comes to the fore.

This is one way to understand the concept of mindset—as the collective sum of our personal attitudes, stances, and beliefs. Our mindset develops over the course of our lives based on the 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 see ourselves in those situations. How we approach a decision and what actual actions we take as a result are largely determined by our mindset.

If we grasp and understand the term as described here, then the concept becomes at least clearer. In the context of agile work, the term “mindset” is often defined as the set of attitudes that foster agile work. True to the motto: With an agile mindset, agile work is more enjoyable and effective.

The agile mindset

These three attitudes provide a solid foundation and foster an agile mindset:

Attitude toward change

A positive attitude toward change is the most important building block of an agile mindset, as it 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 one’s own role within a change process and to recognize that change can be generated from within—that is, from within each individual—and that one is not at the mercy of others. It is also important to recognize 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 intrinsic motivation for change.

Openness to new perspectives

Openness to new perspectives also enables us to think and act in an agile way. Putting on blinders, shutting out the outside world, and following only a predetermined, strictly planned path will not get us where we need to go today. It is better to acknowledge that the world is constantly changing—a reality we cannot escape. Thus, for an agile way of working, it is necessary to be open to things that lie outside one’s current subjective perspective. Being aware that not everything is immediately apparent from a subjective viewpoint enables agility. Here, interacting with others can be the key to changing and adapting one’s own perspectives and, as a result, acting in an agile manner.

A Perspective on Learning

But an agile mindset is also shaped by one’s perspective on learning. This raises the following questions: How do I deal with failure? Do I give up, or do I see it as a challenge and try even harder? People with a growth mindset believe they have the power to bring about change and, through effort and hard work, achieve what they set out to do. How one handles criticism also plays an important role in the learning process: Do I tend to go on the defensive and withdraw, or do I view criticism as an opportunity to see myself from the outside and work on improving myself? If you embrace problems and obstacles as opportunities for learning, personal development and growth become possible.

In addition to these, values such as respect, collaboration, and a focus on value creation are often found. These values are also reflected in the three attitudes we have selected.

How can I develop an agile mindset?

Agility in a company means embracing changing circumstances and being open to change. Some people find this easier than others; they were born with a mindset that fosters agility, or they have internalized it over the course of their lives. Others find it difficult; they may see the benefits, but not the path to achieving them.

If I want to develop an agile mindset, simply following the Scrum rules is only partially helpful. This is evident from reality and the many half-hearted Scrum environments where people pretend to practice “pseudo-Scrum” or “pseudo-agility.” And let’s be honest—very few people have or know of a Scrum team that functions perfectly.

It starts with us

Fortunately, a person’s mindset is not set in stone. A fundamental prerequisite for changing one’s mindset is a conscious desire for change. Change, therefore, always begins with the individual. Reflection is a driving force that enables shifts in mindset. Frequent self-examination and reflection are helpful. You can rethink your own role and ask yourself how you can drive change yourself to avoid falling back into old, hierarchically structured decision-making processes. This can foster an openness that makes it possible to think and work in an agile way—and thus to embrace agility as a holistic concept rather than merely stopping at the term “agility.”

How do you create an environment that fosters agility?

When a company decides to adopt an agile approach, there should be a valid reason for doing so. Agility must not be viewed as an end in itself; rather, there must be a specific objective that requires agility. If a manager decides to implement Scrum without a sound rationale, intrinsic motivation cannot take root, and no one will develop an agile mindset because the purpose behind it is missing. Scrum is not a one-size-fits-all solution; the environment and the objective must be a good fit.

Change cannot be driven by external commands. Instead, a work environment should be created in which the focus is on the strengths that already exist within the team and on further developing them. Recognizing these strengths can open the door to change, as it instills a sense of security.

Creating a sense of security and trust can help people accept change and be open to it. Only those who feel secure can change. Dealing with mistakes and open communication are also driven by a sense of security and, in turn, foster openness to change. Of course, it’s not always possible to get everyone in the company on board and inspire them to embrace change. However, it is crucial to create enough security so that people do not stand in the way of change or slow it down. Otherwise, managers will need to draw on additional skills to engage in dialogue with employees and get to the root of the problems.

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