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Understanding High Agency:
Insights from Psychological Science

Introduction: Exploring the Concept of High Agency

In recent discussions within the tech industry and beyond, the term "high agency" has emerged as a significant buzzword. But what does it truly mean, and what insights does psychological science offer about this concept?​

This article, originally published on The Conversation, delves into the science behind high agency, exploring its implications and relevance in today's world. Following on from the main article, we've included a dedicated section for psychology students, featuring:​

• A summary of key psychological concepts discussed​

• Critical thinking questions to encourage deeper analysis​

• Suggestions for research projects or dissertations inspired by the topic

‘High Agency’: What the Science Says About the Latest Tech Buzzword

Katharine H. Greenaway, The University of Melbourne

In 218 BC, the Carthaginian general Hannibal crossed the Alps against the advice of his men, who claimed it was impossible. “Aut inveniam viam, aut faciam,” Hannibal is said to have replied: “I shall either find a way, or make one.”

Though apocryphal, Hannibal’s bold statement captures a trait much sought in the tech industry today: “high agency”. This means being able to positively influence yourself or the world around you.

Psychologists use a range of other terms to refer to this kind of trait — including perceived control, mastery, and efficacy. All of them boil down to being able to achieve the things you want, when you want.

Recognising agency

In the business world, the term high agency is used in much the same way as “disruptor”, “game-changer” and “self-starter” were before it. As you might expect from those comparisons, high agency is a catch-all phrase for people who see and take opportunities where others see roadblocks.

More than this, high agency describes a person who creates their own opportunities where there appear to be none.

High agency is beneficial in more than the professional sphere, however.

Research shows that feeling able to achieve important goals is a building block for motivation in most domains of life, including education, health and political action. This is because people who feel “in control” set higher goals, are more committed those goals, and exert greater effort to achieve those goals than people who feel “out of control”.

Agency differs by demographic, including factors such as age. Some research suggests people feel more in control of their life circumstances and outcomes in middle age than in old age.

Socioeconomic factors such as education, income and work history also play a role. Put simply, people who are “better off” feel more agentic.

Mental health seems to be both an outcome and a predictor of high agency. People who are less depressed feel more in control of their lives, and those who feel more in control are less depressed.

Rethinking agency

The concept of “high agency” is an amalgamation of, or an umbrella term for, a range of traits that psychologists have studied for decades. Related concepts include the prized “growth mindset” (the belief that one’s talents are developable rather than innate), “proactivity” (acting in advance of, rather than reacting to, situations), and the somewhat controversial “grit” (perseverance in the pursuit of long-term goals). Note, however, that some argue grit is just a rebranded version of the personality trait “conscientiousness”.

High agency, as the tech world sees it, appears to borrow from all these concepts, wrapped up in one convenient package. Agentic people are those who see possibility where others see barriers, take action rather than wait to be told what to do, and aren’t afraid to go after what they want.

These traits are also stereotypically associated with particular people in society: members of advantaged majority groups, such as men, those with high socioeconomic status, and white people.

In many ways, high-agency behaviour is an act of privilege. It involves trusting that others will react well to your efforts to try a new approach or disrupt the status quo.

The reality is that the way other people respond will depend at least in part on factors outside our control. This may be particularly true for less privileged people, who tend to see less opportunity to exert choice and influence the world due to the very real structural barriers they face. This means acting “high agency” may be a risk for some people: actions that see one person praised as a “game changer” could easily see another labelled a “troublemaker”.

Taken to an extreme, high agency could read as “alpha” – the kind of person who takes charge and is a natural leader. Alpha is a gendered term, most commonly applied with a suffix such as male, bro or dude.

The already male-dominated tech industry should be wary of baking gendered traits into personnel selection procedures. If high agency is understood to mean a certain type of person rather than just a type of personality, it could be a problem for equity, diversity and inclusion initiatives.

Realising agency

Given the rising value of high agency in professional settings – not to mention its personal emotional and motivational benefits – you might wonder how people can become more agentic.

Many proponents of high agency emphasise its value for looking at the world in a different way. So too it might be valuable to look at high agency in a different way: not what makes an individual agentic, but what are the conditions that allow agency to thrive.

Research shows that certain types of environments set people up for success. Environments that allow people to thrive are those that meet three basic psychological needs.

The first is the need for autonomy: the ability to freely choose what we do and when we do it. The second is the need for competence: the feeling of being capable of performing desired actions. Finally, there is the need for relatedness: the feeling of being connected to others.

These needs can be fostered by the work environment. (Google famously adopts similar motivational workplace practices.) People can also adapt themselves by “job crafting” to help create the conditions conducive to success.

While high agency may seem like an innate personality trait, emerging research suggests the people around us may be a powerful source of personal agency. People who are better able to influence their own outcomes are often those who can turn to, or recruit, others to help them achieve those outcomes.

Paradoxically, this means that “high agency” might not (just) be a quality of you personally, but a quality of the people around you.

Katharine H. Greenaway, Associate Professor, The University of Melbourne

This article is republished from The Conversation under a Creative Commons license. Read the original article.