WHAT IS SELF-DETERMINATION
“The only solutions that are ever worth anything are the solutions that people find themselves”
Satyajit Ray
Self-determination theory is a broad theory of human personality and motivation concerned with how an individual interacts with and depends on their environment. Self-determination is rooted in the psychology of innate motivation; doing something because it is satisfying or interesting rather than to achieve an external goal with little choice in the matter. Deci and Ryan (1985) highlighted three main intrinsic needs involved in self-determination;
Autonomy
When a person feels in control, governs their own behaviour and has a sense of independence, their performance, wellbeing and engagement is heightened. Increasing a participant’s options and choices increases their intrinsic motivation.
Competence
A competent person feels a sense of mastery over their environment. This occurs when the demands of a task are optimally matched to a person’s skills. Giving people positive feedback also increases their intrinsic motivation to do something, meaning this feedback fulfils a person’s need for competence. Negative feedback can have the opposite effect.
Relatedness.
People have an inherent will to interact and connect with others, as well as a tendency towards growth and development. Feelings of relatedness are increased when individuals are supported and respected by others.
WHY IT MATTERS IN TEAMS AND CLIENT WORK
In professional relationships self-determination supports;
o Ownership
o Resilience
o Trust
Whether you are leading a team or liaising with a client, supporting agency helps shift conversations from compliance to commitment.
WHAT UNDERMINES IT
Even with positive intention a person may limit others sense of agency. Common blocks to self-determination include;
o Micromanagement
People feel pressured rather than supported, which can erode confidence and initiative.
o Vague or inconsistent expectations
Competence suffers when goals are unclear as people become disengaged.
o Dismissive language
Emotional needs are overlooked which can shut down dialogue and lead to tension. People may question their value and become defensive.
o Over-reliance on authority
Relying on others to solve problems can lead to learned helplessness, where people feel incapable of influencing outcomes. Additionally, when people do not get the outcome they expected or are told what to do, a sense of resentment can linger.
o A culture of blame
Instead of focusing on the here and now and what can be done, people shift into ‘who’s fault is it’. People avoid taking initiative for fear of being wrong or receiving punishment.
HOW TO SUPPORT IT IN PRACTICE
Self-determination is foundational, but not absolute. The goal isn’t to apply it universally, but to honour it wherever possible while balancing safety, ethics, and context.
If the individual believes they can manage themselves, it is more likely they will find the motivation to succeed. Small changes might make a significant difference, such as;
o Offering choice
o Acknowledging perspectives
o Encouraging initiative
o Providing meaningful feedback
o Assigning tasks that are optimally challenging
o Providing rationale when making a request
o Clarifying expectations
Deci, et al (2017) suggest that anyone interested in improving the culture, performance and wellbeing of their organisation could elevate policy and practice by considering whether they are likely to:
· Allow employees to gain competencies or feel confident
· Experience freedom to initiate their own behaviours rather than feel pressured, coerced or directed.
· Feel respect and belonging in relation to supervisors and peers.
Mediation is an informal way that employees may gain clarity, confidence and control over their decisions when faced with a conflict situation.
FINAL THOUGHTS…
Self-determination is not just a psychological concept, it is a relational skill. When we support others agency we build stronger relationships. Whether you are leading, facilitating or collaborating the question is simple:
How can I help this person feel more in control of their choices?
REFERENCES
Deci, L, E., Olafsen, . and Ryan, R, M. (2017). Self-Determination Theory in Work Organisations: The State of Science. Annual Review of Organisational Psychology and Organisational Behaviour. Vol 4. Available at Self-Determination Theory in Work Organizations: The State of a Science | Annual Reviews
Legault, L. Self-Determination Theory. In Zeigler,V., and Shackleford, T. (2017) of the book; Encyclopaedia of Personality and Individual Differences. Available at (PDF) Self-Determination Theory Lopez-Garrido. G. (2023) Self-Determination Theory: How It Explains Motivation. Available at Self-Determination Theory Of Motivation
