This article was originally published in 2019 and updated in 2025 to keep our readers up-to-date with the latest in organisational performance and team dynamics.
Volatility. Uncertainty. Complexity. Ambiguity. You’d be hard-pressed to find a better description of today’s business environment than these four words.
The US Army War College coined the acronym “VUCA” to paint a picture of the world that emerged from the end of the Cold War. What makes this VUCA world particularly challenging is the fact that our education and training doesn’t prepare us for it. We’ve been taught to focus on our strengths and get really great at that one special thing we do. But extreme specialisation doesn’t cut it any more.
So we’re left with some troubling questions: Are business leaders, managers and employees nimble enough to keep up? Do they have the agile thinking skills to execute on what has to get done today, see around corners to anticipate change, make meaning of a plethora of data and manage a wide variety of relationships?
Our research shows that CEOs do tend to have it – thinking agility has always been part of their job. But now it’s part of everyone’s job. Many leaders, managers and employees struggle to take advantage of the diversity of thought available to them, even in the best of circumstances. The circumstances are now exponentially tougher.
But for companies confronted with the fast-paced and unpredictable business landscape of today, the need for agile thinking has never been more critical. Organisations who have hacked the power of agile thinking are able to navigate, and even thrive, in a VUCA-riddled world.
In this article, we’ll break down what agile thinking is, why it’s essential for organisational success, and how you can implement it within your teams.
What is agile thinking?
“When designing and implementing responses to business issues and challenges, the human brain functions at its most innovative, productive best only when all four quadrants [of thinking preferences as depicted in the Whole Brain® Model] engage situationally and iteratively in the process.” Ned Herrmann
Whether you need people to be more agile, think more creatively or stretch to new and different skills, the “heavy-lifting” you’re asking them to do comes from the brain. And as the day-to-day mental demands of the workplace grow more challenging – from juggling priorities and tasks to solving complex problems and navigating constant change – the ability to access and apply the best thinking for the situation becomes that much more important.
You, your employees and every one of us have mental filters that are our thinking comfort zones, influencing the way we view the world. These filters inform how we communicate, behave, respond to others and what we pay attention to. They also create the go-to approach we rely on when tackling a problem, project or task – regardless of whether or not it’s the best approach for the job.
But we’re not limited by those filters. Just like cross training in the gym helps you build up your underdeveloped muscles, cross training for the brain will help your employees get more comfortable with their less-preferred mental muscles.
As a result, they’ll become more open to different perspectives and more mentally fit to deal with the challenges of today’s work environment. Flexibility, endurance, speed, balance, agility – all those same terms you use to describe the benefits of a physical cross-training regimen apply here, too.
We often refer to this as being situational: rather than defaulting to the same approaches regardless of the mental demands of the task or problem, the employee has an entire thinking toolkit to pull from. And that situational capability will automatically open the door to more creative, breakthrough thinking.
Thinking agility is all about the ability to consciously shift your thinking when the situation requires it. The good news is, it can provide the antidote to an increasingly volatile, uncertain, complex and ambiguous world.
Defined as the ability to adjust your mental approach based on the situation at hand, agile thinking involves switching between different cognitive styles in order to leverage the best approach to any given challenge, all the while embracing different perspectives. This mindset hinges on flexibility and innovation, which is critical to thriving in a world characterised by constant change.
Research shows that 70% of business transformations fail. Despite this, the need to adapt and evolve has never been more important. It comes as no surprise that traditional approaches to leadership and problem-solving are no longer sufficient. In this day and age, agile thinking empowers individuals to thrive amidst uncertainty with the necessary cognitive tools.
Though typically thought of as a skill most relevant to senior leadership, agile thinking can actually benefit individuals at all levels of an organisation, whether solving a complex issue, collaborating with others, or pivoting in response to new information. When equipped with the ability to think flexibly and effectively, teams are able to approach shared problems together irrespective of their position.
Why is agile thinking critical in today’s business world?
Thriving in a VUCA world
Succeeding in an increasingly VUCA environment is no longer possible without adopting an agile thinking mindset. Businesses can no longer rely on the traditional models and strategies which once guaranteed a predictable path to success. Nowadays, the most effective predictor of success is the ability to adjust thinking dynamically and respond effectively to shifting demands. From managers to frontline employees, agile thinking is a necessity for everyone across an organisation as a means to navigate the complexity of the modern business landscape.
Unlocking innovation and creative solutions
Innovation is a key byproduct of agile thinking. Not only are individuals who engage in agile thinking better equipped at generating creative solutions, they’re also more willing to step outside their cognitive comfort zones and embrace new perspectives. The market of today is increasingly competitive and in order to stay ahead, organisations need to demonstrate a consistent commitment to innovation, or risk getting left behind. The distinct advantage agile thinkers have in this regard lies in their openness to new ideas and diverse viewpoints, therefore increasing their likelihood of driving creative initiatives to solve complex problems.
Developing mental flexibility and resilience
Just as physical agility is crucial for athletes, mental agility is key to adapting to the demands of a rapidly changing work environment. With agile thinking, employees can shift between different projects and exercise appropriate problem-solving strategies, whether this is leveraging analytic, strategic, creative or interpersonal thinking. This flexibility helps them respond quickly to new information, adjust plans on the fly, and stay resilient in the face of challenges.
The role of metacognition in agile thinking
What is metacognition? The art of “thinking about thinking”
Metacognition, or “thinking about thinking,” refers to the concept of reflecting on your thought processes, understanding how you arrive at conclusions, and becoming aware of your cognitive biases and mental filters. This awareness is a crucial foundation for developing agile thinking.
When individuals engage in metacognition, they actively monitor their thinking patterns and question whether their default approach is the best solution for the task at hand. This self-awareness enables them to adjust their thinking in real-time, making them more flexible, adaptable, and open to new perspectives.
Why is metacognition important for agile thinking?
Metacognition is essential for cultivating agile thinking because it helps individuals step outside their usual mental comfort zones. By recognising their own cognitive preferences, individuals can avoid becoming stuck in one fixed way of thinking. Instead, they are able to adapt and choose the most appropriate cognitive approach based on the needs of the moment.
For example, an employee might typically rely on analytical thinking to solve problems. But by engaging in metacognition, they may realise that a more creative or relational approach could yield better results for a particular challenge. This shift in thinking enables them to be more agile in their problem-solving and decision-making.
How can metacognition be developed?
Metacognition can be developed through intentional practice and reflection. One way to cultivate this skill is by regularly asking reflective questions such as:
- What am I thinking right now?
- Why am I approaching this problem this way?
- Are there other perspectives I should consider?
- What thinking strategies might be more effective here?
At Herrmann, we encourage individuals to assess their cognitive styles through tools like the HBDI® assessment. By gaining insight into their thinking preferences, employees can better understand their default modes of thought and begin to consciously shift their thinking based on the task at hand.
How to cultivate agile thinking in your organisation
1. Raise awareness about cognitive styles
Our mental defaults work so well that we’re typically not consciously aware of them. The first step in developing agile thinking is to help employees become aware of their default thinking patterns. Everyone has a set of cognitive preferences that shape how they approach problems and make decisions. These preferences, often unconscious, can limit their ability to adapt to new challenges.
A validated assessment like the HBDI® can help employees identify their thinking defaults as well as the kinds of thinking they avoid, how their thinking contributes to and detracts from their success, and where to focus their development to increase their situational wholeness.
2. Equip employees with the right tools and strategies
Agile thinking doesn’t just happen by accident. Especially from the outset, transitioning to a new way of thinking can require conscious effort to do so — treating the mind like a muscle in this instance is an effective metaphor to describe the training required to make agile thinking intuitive to the way employees work. Overexert or fail to adequately warm up before your workout, and you can end up with an injury. Ask people to stretch to new skills or think in new ways without giving them the right tools and support, and you can end up with a team that’s frustrated, burned-out and unmotivated.
Organisations need to equip employees with the right tools and strategies to be effective in developing cognitive flexibility. This can take the form of training programs that outline new thinking models, problem-solving techniques and innovation frameworks.
Herrmann offers a range of training solutions designed for this specific purpose: to help your employees develop agile thinking across all levels of the organisation. In order to help individuals become more versatile thinkers, our Whole Brain® Model provides a comprehensive approach to understanding how different cognitive preferences impact work and decision-making.
3. Foster a culture of collaboration and diverse thinking
An environment where diverse perspectives are valued and encouraged provides the basis upon which all the benefits of agile thinking can come to fruition. Leveraging the cognitive intelligence of different teams in your organisation hinges on embracing the power in diversity — a team that brings different cognitive styles, backgrounds and experiences together is far more likely to find creative solutions to complex problems and adapt to changing circumstances. The key to unleashing the true power of agile thinking lies in cultivating a culture of collaboration, wherein employees can feel empowered to share their ideas, challenge assumptions, and embrace different viewpoints.
4. Practice “mental cross-training”
Regular practice not only builds up mental muscles, it also establishes and reinforces a more whole-brained approach to work. In order to continue developing a broader range of thinking skills, employees can benefit from “mental cross-training”, not dissimilar from how athletes will cross train to develop their different muscle groups. Encouraging employees to practice different types of cognitive tasks, even those that don’t come as naturally to them, helps strengthen their ability to shift between different thinking styles when needed in the long run.
From creative brainstorming to strategic analysis, Herrmann’s Whole Brain® Model offers exercises and activities designed to help individuals exercise all four thinking quadrants. These exercises build cognitive flexibility and improve the ability to approach problems from multiple angles.
Whether as part of a fitness regimen or an employee training program, cross training helps people push the boundaries on their previous limits and get a fresh perspective on where they are and where they can go. Make sure your programme includes the most important tool available: the brain.
5. Assemble “diverse by design” teams
In today’s environment, everyone needs to be able to draw on all the thinking that’s available – and that includes the thinking of co-workers, direct reports, leaders and others. Especially when you’re dealing with complex problems or projects, a mentally diverse team that is encouraged to listen to, respect and apply all of the cognitive resources it has will outperform all the others.
6. Build a continuous learning culture
Developing agile thinking takes time, and organisations need to facilitate this ongoing process by building a culture of continuous learning. When learning is celebrated, employees not only feel encouraged to expand their thinking skills throughout their career, but understood by colleagues who are on the same wavelength. Organisations can cultivate this by way of training resources, fostering growth mindsets and supporting employees who are seeking new knowledge and perspectives.
How Herrmann can help you develop agile thinking skills
Herrmann has helped thousands of organisations harness the power of agile thinking through the Whole Brain® Model and the HBDI® assessment. Our solutions are tailored to help individuals and teams become more versatile, adaptable, and innovative in the face of challenges.
If you’re looking to unlock the full potential of your team and build a culture of agile thinking, Herrmann offers a range of resources, from leadership development programs to team workshops and assessments.
Are you ready to enhance your organisation’s ability to adapt and innovate?
Contact Herrmann today to learn how our tools and programs can help you cultivate agile thinking and drive success in today’s dynamic business environment.
Frequently asked questions about agile thinking
1. What is agile thinking?
Agile thinking is a mindset that helps individuals and teams adapt to change, solve problems efficiently, and continuously improve their processes.
2. How does agile thinking improve decision-making?
It promotes flexibility, quick iterations, and learning from feedback, leading to better and faster decisions.
3. What are the key principles of agile thinking?
Key principles include adaptability, collaboration, continuous improvement, and customer-focused solutions.
5. How can I develop an agile mindset?
You can develop an agile mindset by embracing change, staying open to feedback, practicing iterative problem-solving, and continuously learning.
6. What are some real-life examples of agile thinking?
Successful companies like Amazon, Tesla, and startups use agile thinking to innovate, pivot strategies, and respond to market demands quickly.
7. How does agile thinking benefit businesses?
It enhances efficiency, reduces risks, increases customer satisfaction, and helps businesses stay competitive in dynamic markets.
8. Can individuals apply agile thinking in personal life?
Yes! Agile thinking helps in goal setting, time management, and adapting to life’s unexpected challenges.
10. How can teams adopt agile thinking?
Teams can start by encouraging open communication, setting short-term goals, reviewing progress frequently, and adapting based on feedback.
