Cultivating Organizational Agency: From a 'Culture of Waiting' to a 'Culture of Action'

'I can't do anything unless the higher-ups decide,' or 'It can't be helped because the system won't change.'
Whether in companies, local governments, or even at home, we often hear these words.
But is that really true?

In any organization, it is 'people' who make things move.
And as long as people are proactive, agency will reside within the organization.

Having long been involved in the front lines of corporate, administrative, and regional activities, I have keenly felt how much potential is closed off by the assumption that 'we can't change because we are an organization.'

In this article, I will share ideas and practical tips on how to cultivate 'organizational agency' and move forward without being at the mercy of change.

Chapter 1: The First Person to Change the 'Atmosphere' of an Organization

The biggest reason organizations don't change is that people are 'waiting for someone else to act.'

There was an incident like this at a company I was involved with previously.
Although a new proposal system was introduced, no one posted anything for the first few months.
The employees thought, 'It won't be adopted anyway' or 'It's a waste of time.'

However, one day, a young employee gathered the courage to propose an 'app to streamline workplace supply management.'
When the supervisor approved and introduced it immediately, it spread to other departments, and the number of posts increased dramatically a few months later.

The action of just one person became the catalyst for changing from a 'culture of waiting' to a 'culture of action.'
Organizational change begins with the first small act of courage.

Chapter 2: Organizations at the Mercy of the Environment vs. Organizations That Leverage the Environment

Changes in the environment are inevitable.
Markets, systems, demographics, technology—.
Whether you perceive external changes as 'bad things' or as 'opportunities for growth.'
That is the difference between an organization with agency and a passive organization.

During training for local government staff, I was struck by the words of a young employee.
'If we wait for national policy, the region will become exhausted.
That is why we are taking action with the 'resources we have now.'

In that town, without waiting for subsidies, they collaborated with civic groups to renovate vacant houses and create places for children to stay.
Later, that project was adopted as a national model project.

Organizations at the mercy of changeare 'organizations that follow the environment.'
Organizations that leverage the environmentare 'organizations that master the environment.'
The former laments 'constraints,' while the latter acts with 'creativity.'

Which one you become depends on how the organization 'chooses to react.'

Chapter 3: Three Mechanisms to Cultivate a Proactive Culture

Agency cannot be cultivated with slogans.
It is important to incorporate 'mechanisms that allow people to think and act for themselves' into daily life.
I will introduce three mechanisms that have been effective in my experience.

1. Make dialogue time a 'ritual'

Even 15 minutes once a week is fine.
Have supervisors and subordinates, or colleagues, spend time talking about 'insights' rather than 'progress.'
This 'casual meeting' creates trust and naturally leads to positive ideas.

2. 'Visualize' small success experiences

Share someone's challenge in the company newsletter or on the bulletin board.
When stories of 'how things changed when I tried it' are shared, other members will also think, 'I want to do that next.'
Culture is driven more by 'stories told' than by systems.

3. Make purpose and values a 'shared language'

'What is the purpose of our work?'
The ideal is for every team member to be able to answer this question in their own words.
When the purpose is clear, people can act autonomously without instructions.
Proactivity grows where the 'direction is visible'.

Chapter 4: Organizational Principles That Also Apply to the Home

Building a proactive organization is actually the same at home.
In my own experience raising children with my spouse, we shifted from a relationship where 'someone has to endure' to one where we 'think and act together'.

Once, we argued about dividing household chores.
I was convinced that I was the only one bearing the burden.
However, we decided to hold a 'family meeting' one weekend.
Then, we realized that our individual values—what we each considered important—were different.

Since then, we have focused more on 'cooperation based on mutual understanding' rather than 'perfect division of labor'.
That was the moment I felt that 'team proactivity' is also necessary within a family.

Whether it is a company, a local government, or a family, the smallest unit is 'person to person'.
If there is trust and purpose there, any organization can change.

Chapter 5: The Future of the Organization Begins with Your First Step

You don't need special systems to create a proactive culture.
What you need is a 'perspective of looking for what you can do yourself'.

・Make a small suggestion in a meeting
・Introduce good initiatives from the team
・Support someone else's challenge

Such steps change the atmosphere of the organization.
And that chain reaction eventually shapes a 'culture of taking initiative'.

Any organization can move from the side that waits to the side that acts.
Today, your first step might be the beginning of changing the future of the entire organization.

Summary

Organizational proactivity is born from 'human will'.
Instead of being at the mercy of change, leverage it.
That choice always begins with the actions of one person.

If you take a step, the organization will start to move.
In that moment, the organization becomes a 'living team'.