Self-responsibility and agility are not methods, but behavioural patterns based on attitudes.

The fact whether you have SCRUM masters in your company or many publicly visible KanBan boards says little about their impact. This phenomenon was already evident in the past with the introduction of LEAN processes.

In the light of visible trends, it is clear to many companies that change cannot be stopped. Some of the trends are:

  • Use the creativity of each employee
  • To increase the response speed
  • Establish a stronger customer centricity
  • Using Knowledge Worker’s capabilities effectively
  • To answer the question of purpose

In the new world, the customer doesn’t wait long for offers and is also with the statement: “I forwarded it.” not at all satisfied.

It is clear to many companies that creativity and innovation are no longer the job of a few.

The Agile approaches promise a solution. The methods, however, are not that new. Most of the methods have already been described as problem solving in complex systems at the end of the last millennium, but now the time seems ripe for new behaviour patterns. The old management and organisational methods cannot be further optimised to promote innovation and response speed.

The ideal employee is intrinsically motivated regardless of the hierarchical level, acts autonomously and assumes responsibility, is innovative and makes independent decisions that take into account the objectives of the company as a whole.

All this, however, cannot be decreed or delegated. In order for people to be able to act that way, they need three basic prerequisites.

Fearlessness and enthusiasm

People have to be able to trust that their decisions, which they have made to the best of their knowledge and belief, do not harm them. If you are afraid that your decision will have negative consequences that you cannot predict, people will be careful. It is known in neuropsychology that anxious people do not deal with the goal and the possibilities, but with the protection against negative consequences. If it is safer to wait for management decisions instead of deciding for yourself, no decision is made. Therefore, freedom from anxiety is a necessary prerequisite for the desired change in behaviour. If this is given and enthusiasm is added, agility can be realized.

Relationship capability

Good and quick decisions can be made when people can talk openly with each other. Especially when there are different opinions. This is why the ability to deal with conflict and trust are important prerequisites for quick coordination via the short route. The quality of a relationship does not show when everything works, but in conflict situations. The problem here is not so much the solution of the conflict as the fact that they are not brought up for discussion in the first place. Conflicts within the company that have not been addressed or resolved immediately increase the withdrawal into formalities.


Research into the change in people’s values makes it clear that the question of meaning of human beings is becoming increasingly important. If as a person I know what I’m doing something for and I consider this objective to be important and valid, then demotivation has little chance. There is no better explanation for the high commitment of assistants in hospices with very low pay. Meaningfulness needs a high clarity of intention. The intention is the intention behind a measure, the answer to the question: what are we doing this for? This concerns the fundamental purpose of the company, as well as the strategy and the individual measures. This discussion is new in the world of work and a real challenge for most managers. Companies are also measured in terms of their social focus. A study has shown, for example, that companies that focus exclusively on shareholder value are not more successful than others.

Thus, the three dimensions of fearlessness and enthusiasm, relationship capability and meaningfulness are the prerequisites for change and need our full attention.