My article about agency was published in the Successful Estonia series. I wrote it because I noticed how stuck people get in excuses and comfort zones. I mention Estonia a lot, but the context is relevant to every organization and to many countries alike.
We are not poor, but we have lost our sense of ownership.
We often discuss issues like economic stagnation, taxation, investment, and geopolitics. While these topics are important, Estonia’s challenges run deeper than mere economics. The biggest obstacle to Estonia’s development is not a lack of funding; it is a low sense of agency. This refers to the belief that my decisions and actions truly matter. In psychology, this concept is known as a sense of agency—the understanding that my choices originate from me and that they have real consequences. In Estonian, a close equivalent might be “peremehetunne,” which embodies a sense of ownership, stewardship, and responsibility.
This sense of ownership is not just an abstract idea; it involves consciously deciding to take responsibility for what I can influence. Individuals with a strong sense of agency are more likely to innovate, take risks, and seek out new solutions. In contrast, when this sense is weak, people tend to simply adapt rather than act. The difference in mindset is evident and measurable in economic terms.
Our progress has slowed because too few individuals are willing to take risks. Our motivation to defend what we have diminishes when we lose sight of the reasons behind our defense. As a result, citizens often focus on mere survival rather than striving for a shared purpose. This societal condition leads to inevitable stagnation in growth.
The issue with a small country is not its size.
Estonia’s greatest limitation lies in our perception of ourselves as a small nation. In small countries, a subconscious inferiority complex can easily develop; we often feel that important decisions are made elsewhere in Brussels, Washington, or within global corporations. This mindset has permeated our everyday lives and influences our decision-making. The phrase “We don’t have the money for that” has become a convenient excuse at both the state and corporate levels.
However, we haven’t always had this mindset. After regaining independence, Estonia lacked both capital and support systems, yet we successfully built a digital state and became one of the fastest-growing economies in Europe. This success was not due to abundant resources but rather to our sense of urgency and our willingness to contribute. We had been waiting for this opportunity, and we felt ownership over our future.
Today, however, we find ourselves at the opposite extreme: we no longer create; we merely optimize. The most troubling aspect is that we have begun to consider this cautiousness normal. Estonia has become a cautious country.
Ownership begins within a ten-meter radius.
A sense of ownership doesn’t arise from strategy documents. It starts when I take responsibility for the ten-meter radius around me, whether at home, at work, or in my community. By taking responsibility for my sphere of influence, I believe I can create change at the societal level.
It starts when I take responsibility for the ten-meter radius around me,
whether at home, at work, or in my community.
Consider two people in the same workplace. One notices a problem and decides, “That’s not my responsibility.” The other takes action to solve it. A year later, the first person is likely still in the same role, while the second may be leading a team. The difference isn’t in skill but in mindset: treating the work as if it were their own company.
Ownership is evident in everyday choices. A leader who empowers their team to make decisions. An entrepreneur who creates a product instead of remaining a subcontractor. A civil servant who acts in the long-term interest of their country. Individually, these may seem like small decisions, but collectively, their impact can be enormous.
Ownership as a Catalyst for Growth
A sense of ownership is fundamentally an economic resource. When people believe their contributions matter, they are motivated to take action. This action generates value, which in turn fuels economic growth. A thriving economy fosters both the strength and the desire to protect it.
Currently, we find ourselves in the opposite cycle: uncertainty and caution lead to stagnation and dissatisfaction. To move forward, we must shift our mindset.
Ownership manifests when individuals consistently recognize the significance of their decisions and actions. It starts with taking responsibility for the area around us. When enough people make this choice, the nation begins to progress. At that point, we are no longer mere tenants in this country but become its owners.
While we are advancing artificial intelligence, it is crucial that we also focus on developing our own agency and competence. Without this, we risk losing control over our future direction. Technology should always be guided by human values; agency cannot be delegated to AI.
Pille Parind-Nisula, 2026
Originally published on Äripäev
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