Becoming more agile - that's what many companies want in order to remain successful in the digital age. But new processes, working methods and open-plan offices alone are not enough. The attitude, the mindset of the employees and, above all, of the managers is decisive for sustainable change. This attitude is characterized by a way of thinking and acting that productively copes with comprehensive changes and that not only takes people along but lets them grow.
Svenja Hofert defines the term "mindset" and uses concrete approaches from developmental psychology as well as many checklists, case studies and interviews to show how managers develop their employees in a targeted manner in order to drive change forward together.
This book is a translation of the original German 1st edition Das Agile Mindset by Svenja Hofert, published by Springer Fachmedien Wiesbaden GmbH, part of Springer Nature in 2018. The translation was done with the help of artificial intelligence (machine translation by the service DeepL.com). A subsequent human revision was done primarily in terms of content, so that the book will read stylistically differently from a conventional translation. Springer Nature works continuously to further the development of tools for the production of books and on the related technologies to support the authors.
Author(s): Svenja Hofert
Publisher: Springer
Year: 2022
Language: English
Pages: 233
City: Wiesbaden
Preface
Contents
List of Figures
List of Tables
1: Why Digitalization Demands a Transformation of Thinking
1.1 Mindset of Individuals and Organisations
1.2 Mindset and First- and Second-Order Change
1.2.1 New Work and Mindset
1.2.1.1 Interview with Britta Redmann
1.3 Mindset and Attitude
1.3.1 Basic Assumptions as the Basis for Everything
1.3.2 Basic Assumptions for Agility
1.4 Agile and Dynamic Versus Rigid and Fixed Mindset
1.5 The Structure of Thinking
1.5.1 Understanding Is an Illusion
1.6 Interview with Conny Dethloff
Referecnes
2: Basics of Developmental Psychology and Its Significance for the Mindset
2.1 Stages of Moral Development
2.2 The Subject-Object Theory of Robert Kegan
2.2.1 Self-Updating: Digression on Abraham Maslow
2.3 Stages of Ego Development
2.3.1 The Pre-Conventional Level
2.3.2 The Conventional Level
2.3.3 The Post-Conventional Level
2.3.4 Ego-Development as Second Intelligence
2.3.4.1 William Torbert and David Rooke
2.3.5 Ego-Development and the Challenges of Transformation Processes
2.3.6 Requirements for Mindset from the Perspective of Change Management
2.3.7 Requirements for Mindset from the Point of View of Self-Organization
2.3.8 Assessing Ego-Development
2.3.9 Are “Later” Developed Ones Better?
2.3.10 My Model of “Mode”
2.3.11 Detailed Description of the Stages
2.3.11.1 Ego-Mode: Being Impulsive
2.3.11.2 We-Mode: Taking Part
2.3.11.3 Right-Modee: I-Am
2.3.11.4 Effective-Mode: Achieving Targets
2.3.11.5 Flexible-Phase: Questioning and Bringing Together
2.3.11.6 Flexible-Plus-Mode: Shaping and Changing
2.3.12 Development Interview
2.3.13 Interventions for Different Stages of Development
2.4 Spiral Dynamics
2.5 Development-Related Management Interview
References
3: How Leadership Leads to New Thinking
3.1 What Is Leadership?
3.1.1 Mindset and Organization
3.1.2 Systemic Theory-Theoretical View
3.1.2.1 Constructivism
3.1.3 What Makes Systemicists Tick?
3.2 Changed Management Principles in Digitalisation
3.3 Changing Competences in Digitisation
3.3.1 T-Shape for Agile Working
3.4 Four Management Directions
3.4.1 Mindset for Leadership from the Side
3.4.2 Mindset for Leadership from Above
3.4.3 Mindset for Leadership from Below
3.4.4 Mindset for Self-Leadership
3.4.4.1 My Basic Assumptions
3.4.5 Self-Organisation
3.4.6 Our Leadership Values Study
3.4.6.1 Demographic Data of the Sample
3.4.6.2 Results
3.4.6.3 Interpretation of the Results
3.4.7 Interview with Anne M. Schüller
References
4: Mind-Change: Changing the Way We Think and Act
4.1 The Organization as a Mind Changer
4.1.1 Defining Common Understanding
4.1.2 Feedback as a Central Building Block for Everything
4.1.3 Determining Location with the Polarities of Belief
4.1.3.1 When to Carry Out?
4.1.3.2 Carry out with Whom?
4.1.3.3 How to Perform?
4.1.4 Recognizing Communication Architecture
4.1.5 Determining the Agile Maturity Level
4.1.5.1 Management Level
4.1.5.2 Employee Level
4.1.5.3 Team Level
4.1.5.4 Mindset for Self-Organisation
4.1.5.5 Self-Leadership ABC
4.1.5.6 Paradoxes
4.1.5.7 Differences by Company Size
4.1.5.8 Tetralemma
4.1.5.9 Victim Analysis
4.1.5.10 Reflecting Team
4.1.6 Designing Processes
4.1.6.1 Neurobiological Basis for Change
4.1.7 Start Change with Metacommunication About Change
4.1.8 Motivating People to Think in New Ways
4.1.9 Training People to Think in New Ways
4.2 An Exemplary Individual Change Concept
4.2.1 Establishing Basic Assumptions
4.2.2 Formulating One’s Own Epistemology
4.2.3 Developing an Attitude
4.2.4 Updating Knowledge
4.2.5 Feedback and Reflection
4.2.6 Coaching Never Alone Again
4.3 Learning Dialectical Logic
4.3.1 The Different Understandings of Dialectics
4.3.2 Opposites Attract Each Other
4.3.3 Dialectical Practice
4.3.3.1 Teaching No 1: To Recognise Two Sides that Can Become One
4.3.3.2 Lesson No 2: Define Boundaries
4.3.3.3 Lesson No 3: Finding the Overarching Idea
4.3.4 Influencing Thinking Through Language
4.3.5 Changing Thinking by Extending the Schema
4.3.6 Play!
References
5: Case Studies for Agile Working and Thinking
5.1 The Group: Otto GmbH & Co KG
5.1.1 Agile Cultural Change
5.1.2 Mindset of the Managers
5.2 ISEKI-Maschinen GmbH
5.2.1 Organization
5.2.2 Agile Cultural Change
5.2.3 Mindset
5.2.4 Interview with Martin Hoffmann
5.3 Sipgate GmbH
5.3.1 Agile Cultural Change
5.3.2 Mindset
5.4 City of Ängelholm
5.4.1 Agile Cultural Change
5.4.2 Agile Mindset
5.5 Exercises
5.5.1 Exercise Case 1: The Value-Oriented Craft Enterprise
5.5.1.1 The Industry Situation
5.5.1.2 The Management Mindset
5.5.1.3 The Mindset of the Employees
5.5.1.4 The Company Situation
5.5.2 Exercise Case 2: The Traditional Shipping Group
5.5.2.1 The Mindset of the Management Board
5.5.2.2 The Mindset of the Employees
5.5.2.3 The Industry Situation
5.5.3 Exercise Case 3: The Idealistic Start-Up
5.5.3.1 The Mindset of the Management Board
5.5.3.2 The Mindset of the Employees
5.5.3.3 The Industry Situation
References
6: Better Places for All of Us
Index
