Agency is defined as one’s independent capability to act for one’s own as well as collective well-being. In a complex, real-world system, there are factors, actors and interactions that are beyond one’s locus of control. Thus, any conversation around systemic change that dwells upon intermediate and long-term change (outcomes) inherently leaves actors with a sense of lack of agency.
On the other hand, the micro-improvements approach helps the actor to break down the idea into simple, doable and feasible actionable tasks, and even modify it to suit their context, such that they can easily be carried out by individuals in the system. The approach enables the practitioners to realize what resources they HAVE access to, and how can they put these resources to use such that they CAN achieve a tangible, micro-improvement. The success encourages them to WISH for more. “There is a need for these ‘‘early wins’ in the system wherein within the first couple of months, there appear to be ‘tangible’ pieces of evidence to inspire the confidence that the goals which one is striving for are indeed achievable.”, says Jody Spiro in her book, High Payoff Strategies.
Thus, the approach enables a virtuous cycle of regenerative change powered by the mantra of I have, I can, I wish among the practitioners, thereby restoring their agency.
This is a four part series on Micro Improvements. Read the previous pieces on how micro improvements is just another term for change and the scientific rationale behind it and the following piece on how micro improvements catalyse exponential social change.
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