{"id":2840,"date":"2016-02-29T09:47:06","date_gmt":"2016-02-29T17:47:06","guid":{"rendered":"https:\/\/lookforwardconsulting.com\/?p=2840"},"modified":"2025-09-11T13:38:44","modified_gmt":"2025-09-11T12:38:44","slug":"defining-the-agile-mindset","status":"publish","type":"post","link":"https:\/\/thescrumacademy.com\/es\/2016\/02\/29\/defining-the-agile-mindset\/","title":{"rendered":"Defining the Agile Mindset"},"content":{"rendered":"

\"BighornSheep2\"Ever wonder why some Agile practitioners regularly butt heads with more traditionally minded managers? Have you ever spent\u00a0significant one-on-one time with a Product Owner (or a Team member or a Stakeholder) to answer all their questions about why and how Scrum works and they still just do not\u00a0“get it?” \u00a0Have you ever met a ScrumMaster who says all the right Agile sounding words only to see\u00a0their actions reflect a different way of thinking? \u00a0If these scenarios are familiar to you, then perhaps what you are observing\u00a0is not an issue of misunderstanding Agile practice, but a person operating from a belief system orthogonal to Agile and Scrum. \u00a0They just have a different mindset.<\/p>\n

In the book, Agile Mindset: Making Agile Processes Work,\u00a0Gil Broza defines the mindset as, “How you think about acting in a given situation.” \u00a0Regardless of the\u00a0mindset we deploy, our mindset is selected in order to maximize the chances of achieving our\u00a0objectives and meeting our\u00a0needs. \u00a0Mindset is the invisible, intangible and subjective filter we apply to our thinking about the work. \u00a0Our mindset guides our approach to work, how we organize the work before us and, ultimately, how we choose to execute the work. \u00a0It is fundamental and often unexamined before we begin most undertakings. \u00a0Essentially, we take our mindset for granted. \u00a0We rarely examine if it is appropriate for what we are tying to achieve and in most cases that is fine.<\/p>\n

If we think about our mindset, it essentially has three parts: values, beliefs and principles. \u00a0Values are what you hold to be important and the Agile mindset has four values<\/a>. \u00a0Principles are the\u00a0guides and maxims we use to give direction\u00a0to our choices in specific situations. \u00a0After fifteen years of practice, the current number of Agile principles is twenty-six<\/a>. \u00a0A belief is any conviction we hold to be true, but it has not been rigorously\u00a0proven to be accurate. \u00a0Generally, a belief is so established as correct, that we do not even consider the possibility that evidence exists which\u00a0might contradict our judgements about how the world works.<\/p>\n

For instance, for centuries Western people believed the Earth was flat. \u00a0The belief in a flat Earth was simply considered\u00a0to be true\u00a0until Western people re-discovered the learnings of the Greeks. \u00a0Or consider this\u00a0common belief. \u00a0On cold days we lose most of our\u00a0body heat through our head. \u00a0Except, that belief is not true<\/a>. \u00a0The amount of body heat lost is directly proportional to the surface area of exposed skin.<\/p>\n

So what are the beliefs that define the Agile mindset?<\/p>\n

    \n
  1. Individuals are motivated to do good work and want to participate fully.<\/li>\n
  2. Individuals work best when they are on collaborative, self-organizing teams.<\/li>\n
  3. The customer cannot define the solution to their problem(s) in advance.<\/li>\n
  4. The customer wants a solution that most effectively solves their problem(s).<\/li>\n
  5. The best solution will emerge as the team members work with each other, the customer and the technology to solve the customer\u2019s problem(s).<\/li>\n
  6. Frequent intervals of feedback and reflection are useful and beneficial for both the team and the customer.<\/li>\n<\/ol>\n

    It is certainly possible to debate Agile beliefs, but the challenge with debating beliefs is that we cannot rigorously prove\u00a0one set of beliefs, i.e. Agile beliefs, is conclusively better than other sets of beliefs. \u00a0In most cases, in order to change a a belief, a believer has to choose to believe something new. \u00a0Unfortunately, due to the backfire effect<\/a> and confirmation bias<\/a>\u00a0it is very\u00a0difficult for someone to alter a strongly held beliefs, even in the face of strong evidence and\\or compelling\u00a0arguments.<\/p>\n

    So…considering this the next time you are in a heated argument with someone over the latest Agile practice. \u00a0Pause, step back and examine\u00a0that perhaps what you are arguing over\u00a0is not the practice, but the belief(s) that underlie the practice. \u00a0Your time would be better spent in understanding the conflicting beliefs rather than debating should\u00a0managers be\u00a0allowed in a Retrospective or not (a real life debate I got tangled up in a few weeks back).<\/p>\n

     <\/p>\n","protected":false},"excerpt":{"rendered":"

    Ever wonder why some Agile practitioners regularly butt heads with more traditionally minded managers? 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