The openness to learning continuity of organizations that know change management ensures that they have experience in the direction of change and transformation. From a behavioral perspective, workforce agility; It includes the resilience that makes it possible to act proactively by anticipating problems related to change, to act adaptively by constantly learning new skills and taking on different roles, and to tolerate different views with uncertainty by working effectively in changing environments and turning to new ideas (Dyer & Shafer, 2003; Sherehiy and Karwowski, 2014).
For agility culture, organizations are expected to encourage employees to receive training during change, to conduct research, and to provide feedback on what they have learned in the process. It is seen that empowered employees are more authorized in their areas of expertise, increasing their self-efficacy and acting more proactively and increasing their adaptability. It is understood that employees focus on increasing their knowledge, skills and experiences in their fields of expertise by allowing them to conduct research and receive training instead of the working principle they internalize as error avoidance. It is stated that the employees who can evaluate the opportunities that arise with change and who can take risks are supported by their leaders in diversifying research and training aspects, which have a critical importance in establishing the agility culture within the organization and in receiving and giving feedback. Leaders who associate employees with organizational goals contribute to the agility culture of the organization by encouraging behaviors that lead to cooperation in the face of change.