A research paper on an empirical investigation of how do an organization develop an agile workforce

Most organizations try to make their workforce faster by trying to improve the thinking, education, and behavior of their employees and mainly by improving policies or incentives. In this process, employees' ability and ability to bubble: They ignore the basic elements of their mentality

Have a mental attitude that can explain, interpret and interact with the world. For many decades the researchers have found that the mentality is the main driver of agility because they run the ability of the person and the employees to think, teach and behave and accordingly, their desire and nurturing.

When the organization ignores this concept or ignores it, the stagnant mentality creates a resistance that persists continuously against the organization's efforts to change. Much of the time Manashakti will be won and any progress made in the agility will be lost.

Rather than pushing the agility into focus on the high level of the pyramid, another effective way to aggravate is to push the direction of the mind of the employee. In doing so, according to the thinking, learning and behavior of the employees and their suitability, will be followed naturally. This approach is more effective because it is retarded, changes are easier and more permanent.