“Remember, each of you has agency!”
This was a favourite saying from one of my former managers during our one-on-one check-ins. It would be prompted by some observation I’d share about what those in positions of power, including that manager, might consider to address whatever issue I’d been hearing from the team.
What I would reply now, that I couldn’t quite articulate then, is that not everyone possesses the skills, or feels they have the agency, to speak up or to ask for what they need. That the power differential creates a real barrier. And that those in positions of power hold a responsibility to identify and reduce those barriers through individual behaviour and structural changes.
I’ve been thinking about this in the context of the different teams I’ve been a part of over the years, as a team member or a people manager. As a team member, noticing when I felt able, say, to talk about my intense sensory sensitivities – and when I didn’t. As a manager, remembering how I would go first sharing my shortcomings to give my team members permission to tell me how I could do better. And how I could unintentionally shut a team member down under the stress of a looming deadline.
I’ve also been reflecting about this in the context of my spiritual care work in public hospitals. One of the foundational muscles we exercise in spiritual care is to bear witness to someone’s suffering. In a place where a lot is already being done, we prioritise ‘being’ over ‘doing’, leaning firmly away from fixing, solving, or giving advice. We often seek to reconnect people with their own agency, to shift their perspective or take a decision. For some people, this is enough.
For others, the real and perceived power differential with their treatment team – especially their doctors – is too great. I’ve found this to be true even for some people who speak English as their first language, are university-educated, and have social support around them. It’s led me to reconsider the power inherent in my role as an employee of the hospital, even if it holds relatively little status in the hospital hierarchy. It’s meant that I find myself advocating on behalf of patients, trying to ensure that their voice is heard and valued in considerations about their care. It’s left me pondering what else I can do beyond this case-by-case advocacy, to make the overall system better.
Because while each of us does have agency, the effectiveness of that agency depends on how we are situated in the system within which we operate.
Where are you situated in a system that you are trying to change, and how does that inform your agency?

