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Building Engagement, One Block at a Time
Imagine a room full of people, all working on the same goal—but some are told exactly what to do, while others are free to choose their own path. Which group is more energized, more focused, and more invested in the outcome?
Evidence shows it’s the second group. Autonomy isn’t just a buzzword; it’s a key driver of engagement. Gallup’s State of the Global Workplace repeatedly highlights low autonomy as a major contributor to disengagement. And the lesson isn’t just theory—it can be observed in experiments as simple as building LEGO models.
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The core idea: When people can decide how they work, motivation spikes. When every step is dictated, energy and initiative drop.
Tip: Look at your environment. If people feel they can’t make decisions about how to do their work, engagement will stagnate—even if the task is simple or seemingly enjoyable.
The LEGO Experiment: Managed vs. Self-Organized Builds
A straightforward experiment highlights the autonomy-engagement connection:
Managed Build:
One person acts as manager.
Tasks are assigned to individuals (specific pieces, sections of the model).
Pace and sequence are controlled, sometimes centrally, sometimes collectively.
Self-Organized Build:
No manager, no assigned roles.
Only a final picture is given. Teams self-organize, plan, and adapt as they work.
Results:
Managed builds produced uniform, high-quality models—but engagement averaged 3.24/5.
Self-organized builds sometimes had minor imperfections, but engagement averaged 3.94/5—more than 20% higher.
Across every iteration of the experiment, no team reported lower engagement when given autonomy.
Observation: Engagement isn’t only about completing the task perfectly. It’s about ownership, choice, and energy. The autonomous teams talked more, moved more, collaborated more—and had fun doing it.
Tip: Give people control over how they approach a task, even small ones. Engagement grows when ownership is real, not symbolic.
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Why Autonomy Matters Beyond LEGO
The experiment may seem playful, but the principle scales to professional life. Distributed autonomy—letting individuals decide how to reach their objectives—is essential for motivation.
Why autonomy matters:
Choice breeds responsibility: People take ownership when they control the method.
Energy and initiative rise: Teams self-organize, communicate actively, and solve problems creatively.
Engagement is measurable: Even a simple 20% increase, as seen in the LEGO study, translates to significant improvements in real-world productivity and morale.
Caveats:
Task size and team composition matter. Too many people for a simple task can create idle hands, while very complex tasks may require some coordination to prevent chaos.
Autonomy must be paired with clear goals, or the energy may scatter.
Tip: Balance autonomy with clarity of outcome. People need freedom in approach, but they must understand what success looks like.
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Observing Behavior: Autonomy in Action
Autonomy isn’t only reflected in self-reported engagement scores—it shows up in observable behaviors:
Movement: Self-organized teams circulate, collaborate, and adjust dynamically.
Communication: Conversations increase, ideas are shared freely, and conflicts are resolved in real-time.
Energy levels: There’s a tangible buzz, a willingness to tackle challenges creatively.
Compare that to highly structured, managed approaches: teams are quieter, more static, and follow instructions without discussion. While the output may be identical, the process is lifeless.
Tip: Observe how people behave during tasks, not just what they produce. Engagement is often hidden in patterns of collaboration, energy, and problem-solving.
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Distributed Autonomy as a Workplace Imperative
The LEGO experiment is a metaphor for modern work. High-performing organizations understand that engagement is not only a function of compensation or perks—it’s the freedom to influence one’s work.
Key takeaways:
Autonomy increases engagement: People feel more motivated when they can choose how to work.
Structure still matters: Set clear objectives and constraints, but allow flexibility in execution.
Energy follows freedom: Teams that self-organize are more communicative, adaptive, and creative.
Small experiments reveal big truths: Even simple exercises can show the gap between compliance and engagement.
Tip: Encourage self-organization for tasks where possible. Start small—allow teams to choose methods for recurring tasks or projects. Observe outcomes, adjust constraints, and scale gradually.
Bottom line: Autonomy is not optional; it’s a prerequisite for high engagement and sustained performance. By giving people control over how they work, energy, motivation, and satisfaction all rise—one block at a time.
What’s your next spark? A new platform engineering skill? A bold pitch? A team ready to rise? Share your ideas or challenges at Tiny Big Spark. Let’s build your pyramid—together.
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