Agency vs. Urgency

The Balance of Agency and Urgency in Engineering Organizations

Engineering organizations frequently grapple with balancing agency (the ability to make decisions and take action) and urgency (the need to deliver results quickly). When these elements are misaligned, it can deeply impact engineering morale and throughput.

A compelling demonstration of agency and urgency at play is Hack Week—a dedicated period where engineers work on innovative ideas outside the normal sprint cycle. Following such events, many teams express amazement at how much can be accomplished in a short time. The reality is that Hack Week is successful not only due to focus but because it uniquely combines high urgency with high agency.

The Dynamics of Hack Week: A Case Study in Agency and Urgency

During Hack Week, engineers experience:

• High Urgency: A short timeframe forces prioritization and execution.
• High Agency: Decision-making is dramatically streamlined, reducing bureaucratic overhead.

Crucially, distance to decision is minimized—engineers are often the sole decision-makers or work directly with one other person to move fast. Hierarchies temporarily dissolve, and engineers gain ownership over execution. This pattern isn’t exclusive to Hack Week; it’s why organizations introduce task forces or working groups to tackle systemic issues quickly. By increasing both urgency and agency, these structures unlock productivity and innovation.

The Pitfalls of Imbalance

When an organization lacks clarity on how urgency and agency interact, it can lead to frustration and inefficiencies. Two common failure states emerge:

1. High Urgency, Low Agency (Burnout Risk)

• An engineer is expected to deliver quickly but feels blocked by excessive approval layers and misaligned priorities.
• The result: frustration, decreased motivation, and eventually, burnout.

2. High Agency, Low Urgency (Perception Risk)

• Engineering teams have autonomy but lack clear business direction or urgency.
• The result: leadership may perceive slow progress or misalignment with business priorities.

The Role of "One Job for Teams"

A structured approach to balancing urgency and agency is One Job for Teams—a model that defines a single, clear objective per team for a given cycle. This ensures:

• Clarity of Business Urgency: Engineers know exactly why their work matters.
• Aligned Decision-Making: Teams retain agency within well-defined guardrails.
• Improved Morale and Output: Engineers feel empowered while delivering meaningful results.

Finding the Right Balance

To maintain high morale and throughput, engineering leaders must ensure:

• Clear Prioritization: Engineers should understand what is urgent and why.
• Empowered Decision-Making: Reduce unnecessary layers between engineers and decisions that affect their work.
• Strategic Alignment: Match urgency with appropriate levels of agency—high-stakes initiatives need more autonomy, not just more pressure.

Conclusion

Organizations that master the balance of agency and urgency create high-performing, motivated teams. By reducing distance to decision, aligning expectations, and implementing strategies like One Job for Teams, engineering leaders can foster an environment where teams move fast without burnout—ultimately driving both innovation and sustainable execution.