Unleashing Project Success through Agency: A Deep Dive into Autonomy and Decision-Making
I published an introductory article on four principles of project success: Agency, Enablement, Evolution, and Abundance. This yarn takes a more detailed look at Agency.
You might think that these terms are more Agile than traditional project management. You’d be right, except for here at AdamOnProjects. I take a super-view of projects as all goal-oriented human endeavours, so these four principles apply equally to agile projects as to traditional projects. I didn’t want to invent a new term — there are far too many of those already — so I co-opt the term “project management” for everything.
In project management, the concept of “Agency” stands as a pivotal principle for steering projects toward success. It embodies the capability of individuals and teams to act independently, make decisions, and accept responsibility for those outcomes. This ability is a desirable attribute and a fundamental driver of progress and innovation within projects. Drawing on the insightful work of Albert Bandura and integrating principles from agile methodologies, this blog post explores the essence of Agency, its differentiation from autonomy, and its critical role in achieving project success.
The Essence of Agency
At its core, Agency is the fuel that propels the project engine forward. It represents the capacity for action, decision-making, and accountability. Michael Lubrano, a Senior Program Manager at Google, encapsulates this ethos in the mantra, “Proceed until apprehended,” highlighting the proactive nature of agency in project management. While seemingly bold, this attitude underscores the necessity of initiative and responsibility in navigating the uncertain terrains of project work.
Albert Bandura, a seminal figure in psychology, offered a profound perspective on Agency, arguing against the notion of individuals as mere reactors to external stimuli. Instead, Bandura posited people are self-organising, proactive, self-regulating, and capable of self-reflection. His assertion that Agency is “emergent” and “interactive” lays the groundwork for understanding its significance in project success. It is the emergent and interactive nature of Agency that enables individuals and teams to align their actions with project goals and adapt to the evolving demands of the project environment.
“In the social cognitive theory of self-regulation, individuals are not only agents of action but self-examiners of their own functioning and the conditions and effects of their actions. Through such self-monitoring, they exercise control over their own thoughts, feelings, and actions.” — Albert Bandura
Although words such as “self-organising”, “proactive”, and “reflective” fall into “business jargon” now through overuse, they are critical concepts for project teams,
Bandura (1999) describes a ‘reciprocal causation’ in which people are both the shapers of social systems and shaped by them. In Bandura’s “Emergent interactive agency”, people have four agentic behaviours, in that they can be:
· Self-organising: by shaping and directing their actions towards a goal;
· Proactive: by taking initiative and not being dependent on external triggers or forces to take action;
· Self-regulating: by controlling their thoughts, motivation, and action;
· Self-reflecting: by examining their place and performance and making changes.
Both individuals and groups can show these four agentic capabilities.
Agency vs. Autonomy
While Agency and Autonomy are related concepts, critical aspects separate them. Autonomy is granted, offering individuals a range of actions within predefined limits. Agency implies an inherent willingness to exceed these boundaries and recognise and navigate constraints creatively and responsibly.
This distinction is paramount in project management, where the scope for autonomous action might be broad. Still, the exercise of Agency demands a proactive stance, challenging the status quo and innovating beyond the confines of given parameters.
In Axiom #14 of “Adam on: Projects (Volume 1)”, I detail the relationship between Agency and Autonomy. In summary, Agency is different to Autonomy in two important ways:
First, Agency is self-generated and not determined by an outside party. People with high agency are self-regulated, self-motivated, and self-reflective.
Second, the concept of Agency does not include a definition of limits. People or groups with high Agency may recognise the existing rules or constraints and decide for themselves whether to work within them or to exceed them.
High Agency implies a willingness to act and self-determine the range of operations in a certain domain, e.g., an organisation or a project. They are aware of any externally defined limits but decide for themselves what is necessary to achieve their goals.
Cultivating Agency in Project Teams
Agile development principles have a strong connection to the cultivation of Agency within project teams. Agile methodologies, with their emphasis on self-organisation, empowerment, and adaptability, provide a fertile ground for Agency to thrive. However, fostering an environment where Agency can flourish requires more than just agile practices; it causes a shift in mindset and culture that values initiative, collaboration, and continuous learning.
Project managers play a crucial role in this process by creating a supportive environment that encourages experimentation, embraces failure as a learning opportunity, and recognises individual contributions to the collective project goals.
Practical Implications
To harness the power of Agency, project managers, and team leaders should focus on:
• Empowering Team Members: Encourage autonomy while fostering a sense of ownership and responsibility for decisions and outcomes.
• Facilitating Continuous Learning: Create opportunities for reflection and learning, allowing team members to assess their actions and adapt their strategies accordingly.
• Promoting Collaboration: Cultivate a collaborative environment where the emergent and interactive nature of Agency can manifest through collective problem-solving and innovation.
Conclusion
Agency, with its emphasis on independent action, decision-making, and accountability, is a cornerstone of project success. By understanding and leveraging this principle, project managers can navigate the complexities of project work more effectively, fostering environments that not only achieve project goals but also contribute to the personal and professional growth of their team members. In the spirit of Albert Bandura’s work, embracing the emergent and interactive nature of Agency can lead to more resilient, adaptable, and successful projects.
