This autopilot enables us to cope with the demands of everyday life in a highly efficient and energy-saving way. For this we do not need goals, decision algorithms or even a sophisticated strategy, because our entire nervous system is geared to economy and habit. Even failures we usually put away patiently. This does not mean that we are free from mistakes or misjudgments.

Sometimes the autopilot is more like a rupture pilot who can not learn anything from his mistakes. Regrettably, our autopilot relies less on facts and careful analysis than on emotions and experiences, and everyone knows how hard it is to change years of habits.

What does our autopilot have to do with Business Process Management (BPM)? A whole lot! Our natural behavior contradicts a planned, structured process, which ideally consists of the sequence of problems – solution generation – action plan – process description – execution and evaluation. The power of arbitrary will then fails because of the power of involuntary processes. For example, employees often tend to seek causes of problems in the departments in which they operate.

Likewise, we are used to weighting more that information that confirms our own attitudes. Changes that we did not participate in are usually perceived as threatening and the self-esteem program then takes over.

We tend to recognize patterns even where they do not exist. We construct causes where they are not objectively present. Likewise, we are reminded to remember the information presented first and last. Because we give more attention and more weight to negative experiences or information than to positive information, it makes little sense to appeal to the light at the end of the tunnel in extreme stressful situations. We make connections where there are none (Fake News) and still believe in it. Finally, we tend to stick to the existing as long as the new does not bring us any significant benefit.

So if we want to help people get into a sufficient commitment to changing process architectures, as they are essential in change processes, frameworks, appeals and even the most accurate work instructions will only have a limited effect. Tools are not alone the guarantee of success for agility!

Especially in agile process architectures (actually a contradiction) in which a high degree of mental, emotional and social mobility is required, the (personal development) work on the involuntary processes becomes a central task.

Agile methods such as Scrum, Design Thinking, Kanban and many others would be even more effective if we first explore which basic beliefs, values, perceptions, patterns, etc. the involved staff brings. Especially cooperation and collaboration are not necessarily born in the cradle, but usually only superficially worked on in our own professional development. Now, however, our involuntary mindset can only be influenced to a limited extent. It presupposes that the employee deals with these (occupational) biographical impregnations and willingly, perhaps even with pleasure and curiosity, engage in a personal transformation process.

In coaching with leaders, we always make the experience that people find it rewarding, in a personal exploration process

to dive, which is truly not a therapy, but a foundation to better understand oneself and others. Indispensable for collaborative fitness in agile process architectures!

Personnel development in an agile environment therefore means focusing on all areas of human activity, posture management, behavioral management and relationship management.

Above all, this means providing the contextual conditions that make work attractive in itself, without falling prey to the hype of self-optimization.