Beliefs
There are specific beliefs that underpin anAgileMind. In our experience beliefs play a role similar to the role of principles. That is, they serve to influence our values and behaviours. Beliefs are more ethereal than principles; they are harder to observe in terms of their outcomes. They are included here because these beliefs have come to have an important influence on the way we think about anAgileMind. They play a key role in discussions of what the agile mindset is.
Powers’ Agile Mindset Beliefs
Simon Powers suggests the agile mindset can be summed up in three beliefs summarised here:
Individuals are both independent from and dependent on their teams and organisations. Human beings are interdependent. Given the right environment (safety, respect, diversity and inclusion) and a motivating purpose, it is possible for trust and self-organisation to arise. For this to happen, it is necessary to treat everyone with unconditional positive regard.
Other Beliefs
There is at least one more belief that we consider to be important to anAgileMind. This belief is motivated by a frequently observed preference to choose complex responses over simple responses when faced with complex adaptive problems.
