Through play, the lion cubs develop agility. - David Attenborough, Dynasties
The word agility used to describe physical dexterity. Think of the elite footballer dodging the opposing team, sprinting ahead while anticipating the next move. We might imagine a runner leaping over hurdles on the track, or a boxer ducking as he prepares to unleash the knockout punch. In the physical sense, agility is the ability to move quickly and freely, with co-ordination. But this term can also apply to cognitive processing. Mental agility is the ability to think and understand new concepts quickly. Agility is an advantage in both athletic and intellectual pursuits.
In a rapidly changing world, especially in regards to technology, individuals and teams alike must be able to adapt to change. Like the athlete on defense who has to make a fast call and respond to the a move from the offense, people in the modern workforce must be open to new developments and ready to respond accordingly. And if businesses want to remain competitive, focusing on agility is key.
The Science of Agility
The cerebellum is responsible for physical coordination and complex movements. This part of the brain is what allows us to engage in athletic pursuits, from running to dancing to swimming to playing soccer. This even applies to physical activities that don’t engage the whole body, like typing, writing, or playing a video game.
Mental agility refers to a few different processes occurring in the brain. First, it relates to the ability for us to synthesize new and old information. In order to be mentally agile, we must be able to efficiently incorporate new information into our existing knowledge framework. In order to stay mentally agile throughout our lives, we have to make an effort to consistently put this skill into practice. We have to intentionally stay curious and continuing learning and exploring. By challenging ourselves to take in new perspectives, connect what we’ve learned to what we already knew, and think critically, we improve our mental agility.
Agility in Sport
An agile athlete must be able to effectively react to obstacles and changing conditions in an unpredictable environment. A surfer adjusting their stance on the board, a goalie leaping in front of a ball that seemingly comes out of nowhere, a gymnast tumbling down the balance beam and sticking the landing—they all exemplify physical agility in different ways. Essentially, agile athletes must be able to change speed and direction with a moment’s notice.
But being physically agile is not just about fitness and speed. It also requires mental agility. For example, visual processing, perception, an accurate sense of anticipation are all crucial for physical agility. The brain and body must be in sync for an athlete to be truly agile.
Those of us who are not athletes can still learn something from them. These principles can be useful tools for anyone who wants to improve when it comes to adapting to new scenarios and environments.
Agile Methodology
So, where does agility come into plays for individuals in the workplace and teams who want to take their business to the next level? The idea of agile methodology to be applied for businesses actually came about in the world of software development.
Back in 2001, a group of seventeen software developers from different companies got together to discuss agile methodologies. In software development, agile methodologies involve solutions-focused collaborations between teams. These methodologies are specifically intended to reduce wasted time, boost productivity, and produce results in a shorter time frame than other methods.
Eventually, these developers collected the ideas they had discussed and put together the “Agile Manifesto,” a guide to help software developers move forward and respond to the needs of their customers and the market in an industry that seemed to be changing on a daily basis. Software teams needed to be agile in order to make an impact, and this manifesto explained why and how.
There were four key components of this manifesto:
- Prioritizing individuals and interactions over processes and tools
- Valuing working software over comprehensive documentation
- Focus on customer collaboration over contract negotiation
- Responding to change rather than following a specific plan
Later, they also laid out five core values to guide agile teams: openness, respect, focus, courage, and commitment. In keeping with the spirit of the manifesto, the key values are subject to change at any given time. But despite the flexibility of this category, these values are important for anyone to keep in mind
One prominent example of an agile methodology in software development is the Scrum process. The Scrum process is followed to develop a new functionality within thirty days, complete with short, daily team meetings to check in on each others’ progress and troubleshoot. The Scrum process is defined by a “lightweight process framework.” This means that teams purposefully utilize a small overhead to allow for maximum productivity, and stick with a particular set of practices that must be followed throughout the thirty day period.
Although this idea was born in relation to software development, businesses in any industry can become more agile. Not every methodology will look exactly like the Scrum process, but this is just one example of many strategies to improve agility. Above all, staying open minded is the first step to becoming more agile, and this is a crucial practice for both individual workers and corporate teams.
Agility in the Workplace
What does it mean to be an agile workplace? Agile teams must work at a fast pace. They must be skilled at collaborating with others and seamlessly integrating these collaborative sessions into their workflow. They must also be able to work effectively and produce quality results under a wide variety of conditions—for example, having a few team members telecommuting while others are in the office shouldn’t be an issue for an agile team.
A business that prioritizes agility will have an easier time of attracting skilled, young talent—people entering the workforce today tend to place a higher priority on work/life balance, flexible schedules, and the ability to work from out of the office. Considering these important employee needs is essential for boosting morale and motivation—an agile team is often a happier and more productive team. Choosing the right supportive technology and digital communication tools makes this agility possible.
However, there can be drawbacks to prioritizing agility, which teams need to be aware of. If teams move forward too quickly and place agility over results in terms of importance, it can lead to a decreased focus on actual performance, which ends up producing lackluster results in the long run. Sometimes, teams will attempt to adapt without having the support and training in place that would make it possible to do so. Furthermore, learning the new systems and practices that are necessary to promote agility can result in a short term loss of productivity due to the learning curve.
In spite of the drawbacks, creating a more agile workplace is still worth it. Simply copying another company’s blueprint for agility will probably prove to be ineffective, so in the early stages, it’s important for colleagues to work together to figure out which methods suit them and help them get the results they’re aiming for.
How to be More Agile
How can individuals and teams in the workplace take steps to become more agile? First, it’s essential that everyone is on the same page in terms of standard operating procedures and communication tools. This will streamline collaboration and ensure a smooth workflow.
Once these have been standardized, the process actually begins with patience. Simply rushing forward without looking back isn’t the same thing as being agile. Workplace agility will not develop over night—like any other skill, it will take practice for everyone to adapt and begin responding to changes and challenges more effectively. Next, team members must remember to focus on results. Sometimes, agility can mean sacrificing perfection, but if it leads to quality results, this is still a victory. Seeking and implementing useful feedback is necessary to improve. It should also be noted that sometimes, sheer agility may not be the best strategy for responding to a given situation
And finally, team members will have to develop their trust in each other. Moving at a faster paced and adapting on the fly requires team members to trust that their colleagues are making the right decisions in the moment. It also means that each individual will need to trust in their own intuition and ability to make smart choices on their own without having endless time to deliberate and consult with others. Agility means having faith in our own judgment and the willingness to learn from mistakes.
For the individual, agility can mean a faster route to achieving goals. It can also mean learning to bounce back quickly after realizing that a particular method or strategy is ineffective without dwelling too long on past failures. Overall, anyone who wants to stay competitive and productive in this day and age would do well to focus on improving their agility.
Sources:
Promoting Mental Agility through Cognitive Control and Mental Representation
What is Agile? | What is Scrum?
Workplace Agility: The True Secret to Improving Productivity and Efficiency
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