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Many organisations are looking at developing more effective agile working strategies to enable their people to work with more flexibility, freedom and time/cost efficiency. The immediate focus for these organisations is often on the technology and work space solutions to ensure their teams are equipped to work anywhere with WiFi and a power source.
What often gets overlooked or ignored – sometimes because it is simply too difficult – is the way that people respond and adapt to agile working. The psychology behind agile working is interesting and not at all straightforward, and so in this article I will explore some of the important findings from our own research and work with leaders in this field.
Over a period of five years we were invited, by one of the world’s leading technology companies, to get involved in researching the impact of agile and remote working on their leaders and teams.
We looked in particular at the psychological impact on team members and their leaders, as well as the performance implications and productivity. Through a series of interviews, live observation of interactions between teams that were using video and telecoms technology, as well as gathering data on the personality and attitudes of leaders and their teams, we built a picture of what it takes to be successful in an agile environment.
So, lets examine in more detail one of the key findings, which is that there are definite characteristics that enable some people to be better and more effective working in an agile environment.
Via David Hain
