Agile Mindset influences the attitude towards oneself, towards others. Agile Mindset creates an inner attitude of readiness for change. In order to act flexibly and situationally in the changing situation.
What has changed?
Agile Mindset is the foundation for the development of an agile organization and calls for a shift in thinking away from a "fixed mindset" with avoidance of challenge, fear of failure, and avoidance of mistakes to a thirst for knowledge, curiosity, striving for advancement, and mistakes as a valuable source for further development.
What is the core issue?
Changing the mindset does not happen by decree or resolution. It is a rethinking and a process, as previous experiences, beliefs, often phrases formed in childhood have to be thrown overboard (e.g. "Planning is half of life; mistakes are bad and lead to punishment;...").
Agile Mindset internalizes values such as openness to change, willingness to learn, openness to mistakes, team success, respect and trust, thinking from the customer's added value.
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Our working world is undergoing a fundamental transformation. Traditional management and control functions, developed in the age of the first and second industrialization, are increasingly proving to be obsolete in the course of digitization. Companies and the associated management structure and culture are exposed to enormous pressure from automation, changes in customer requirements and competitive offerings.
Competitive companies must therefore adapt to change much more quickly and radically. They must become more innovative and risk-taking, capable of acting in an increasingly complex environment.
The more complex the world and the company's environment become, the less suitable the conventional hierarchy is, since knowledge and creativity are not located centrally at the top, but are distributed throughout the company. Decentralized forms of organization, "startup thinking" and "digital mindsets" are therefore in demand. These models call for the ability to act on one's own responsibility, to collaborate with others, to be flexible, to endure uncertainty, to deal with change and to recognize it at an early stage.
Equally important, many employees experience a widening gap between their needs and interests and what they experience in their work environment. These tensions lead to the continuously rising burn-out statistics and internal resignations. It also puts them at a disadvantage in the competition for talent, whether junior or experienced, who bring their own ideas of what a good employer should be and only accept business partnerships at eye level.
To meet these "New Work" requirements, it is important for companies to not only change the "outside world," aka change roles and rules, hand out a few new business cards, train two Scrum Masters, mandate Design Thinking and Slack, tear down walls, distribute beanbags around the office, get on a first-name basis, and allow an office dog.
To have a system-changing effect, the change in the outside world needs a corresponding transformation in the inner lives of individuals and employees. Or as we call it:
From method to attitude.
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