Agile Mindset

Companies with their processes, values, rules and organization are optimized to get the current results. To change the level of result, it is necessary to modify these components and their complex interactions that govern and regulate them. According to Albert Einstein, it is not by using the mechanisms that led to this operation that will bring us to a new form of organization.

The results of a transformation that continues to use the same similars of change will only duplicate similar organizations and fail to achieve the new expected results. To succeed a transformation, it is necessary to change the logical level to carry out this one as advocates Robert Dilts with its approach of logical levels.

If we stay on the same logical level to find the solution to a problem of the same level, then we will only get the same result: the problem to be solved! On the other hand if we change level while raising ourselves, then new solutions appear. In this context, most transformations are confined to replacing processes and skills with other processes and other skills. Therefore, no new results are apparent. This can be seen as a failure, quite the contrary! This tells us that we are not using the right approach.

The different logical levels Agiles

There is a similar mechanism from the Agile Manifesto written in 2001. The image below models it.

Translation French to English:

Etat d'esprit = Mindset, Valeurs = Values, Principes = Principale, Cadre de travail & Méthodes = Framework, Pratiques = Pactices or techniques

The lowest level is the practices we have like the TDD or the weekly team meeting. Above, a cohort of practices gives rise to a consistent methodology or work framework to meet our principles. These principles are the expression of our values filtered by our state of mind.

To define the state of mind, it is our principle of thought and reflection. It will influence our behavior and actions by reinforcing our principles or while waiting for some of our values for example.

Each level has an impact on the level just below. If I modify one of my principles as a result of an experimental result or an experience of life that I realized then it will have an impact on the methodological framework and practices that I apply daily to solve my issues.

So if I lead an organizational transformation on the level of practices and frameworks without worrying about the principles, the values and the mindset, then I will get a use of the practices and framework in accordance with the principles and current values of the organization.

For example, a team experiment with the use of the "UserStory" practice to collect needs. She kept her principles and values when she used another form of need collection such as writing a detailed functional specification. It will then work to write in a mechanical way, standardized and very detailed UserStory to cover all the needs of these customers. This is the consequence of the principles and values it has: it takes the slightest detail not to forget things and be sure that the customer does not come back on what he said! A contract is created between the team and the client and this reassures everyone. Unfortunately, these principles and values are opposed to the principles and values that led to the creation of this practice: interactions, conversations and collaboration with the client.

No convincing results were obtained by this team. If we listen to them, only the form has changed. They have a new problem because it requires a new learning in which the customers and the mangers do not wish to invest. In these conditions, what is the interest of setting up a practice that requires a prior change of values, principles and mindset?

Agile Mindset

You all know the values and principles of the Agile Manifesto. If you do not know them, do not worry, you can read it here!

I suggest you read it or read again. It so happens that he also describes this Agile state of mind that materializes in the first sentence:

"We are uncovering better ways of developing software by doing it and helping others do it."

This first sentence has 3 important notions: Evolution, Experimentation, Transmission. These three notions define the Agile Mindset, a unique way of thinking "Agile" for software development.

Evolution

"We are uncovering": The verb is conjugated in the present progressive. Whatever the temporality and although the manifesto was written in 2001, it is an action that is still outstanding. This action indicates that we have not discovered everything and that it is continuing. Indeed with hindsight, the Agile Manifesto marks rather a beginning than an end!

Many things have been discovered since then, but the spirit of evolution is still present. It's even a criterion to recognize an agilist! If he is not interested in what is evolving, he does not have the mindset and will not be able to transmit it because we can not transmit something that we do not have!

From a more concrete point of view: The processes, the tools and the methods evolve according to the discoveries made over time, and that nothing is inscribed in the marble. We have seen new frames and practices flourish in the last 20 years. How much will we discover in the next 5 years?

However, let's not forget what Peter Senge said: Today's problems come from yesterday's solutions.

If we transpose this to our context, practices and methods that are problematic in our current environments were good practices and methods useful in their time when the world was less complex! Implementations in organizations frameworks and methods like SAFe, Scrum, Kanban, LeSS, Nexus will be our problems in the future as already have the traditional framework that we want to replace. It's up to us to be adaptable and have an adaptive and learning mindset as Dr. Dweck (Mindset: The New Psychology of Success), Ronald A. Heifetz and Marty Linsky (Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World

Experimentation

"by doing it": the more we practice, the more we refine our expertise. At the risk of disappointing a large number, the values and principles are lived only! They are not taught by training or reading since they are our way of seeing the world.

On the other hand, experiential learning is unfortunately based on failure and challenges. For those who have a learning spirit, you will exploit these failures and challenges to discover a new field of application and enrich your know-how and skills. The result of these learnings will lead you to build practices more and more effective and adapted to your contexts. You will be more successful, until you reach the grail of people with fixed mind (Dr. Dweck): Excellence. If you are of this second category of person, you will refuse these experiments at the risk of potential failures. This puts you in uncomfortable and emotionally difficult situations to live. Often, these "refusals" to go there will be perceived as resistance to change on your part.

The only words to mitigate this suffering: Failure exists only if there is no teaching or learning of an experience whose outcome is not the one envisaged. But I know it does not affect you!

Transmission

"helping others to do it." This last part brings the notion of transmitting what we have acquired to others so that they too can benefit from these experiences. Sometimes it is difficult to change one's own principles, values and habits. Support is needed.