Why Team-Built Strategies Win
Leadership has traditionally been about calling the shots from the top—a vision set by the leaders, a plan laid out, and the team expected to follow. But recent insights into how humans work best are turning this model on its head. Science says that when we co-create, we boost both engagement and outcomes in a way that top-down management can’t touch.
Let’s be clear: co-creation isn’t just another trendy term. It is a powerful way to improve strategic outcomes that adds both value and loyalty to any plan. When people play a part in creating a strategy, they’re way more likely to support it. And the reason why is rooted in some fascinating science – a mix of psychology, neuroscience, and even economics – that shows why shared creation sticks.
The IKEA Effect: Pride in What We Build
One principle at play here is the “IKEA Effect.” Named after the popular Swedish furniture company, the IKEA Effect refers to our tendency to place higher value on things we have helped create. Researchers Michael Norton, Daniel Mochon, and Dan Ariely found that participants in their 2011 study were willing to pay 63% more for an IKEA product they had built themselves compared to a pre-assembled version. So, the next time you look proudly at your unevenly assembled IKEA shelf, know that it’s not about the shelf – it’s about your effort, and it’s a powerful driver of value. This research highlighted something profound: even minimal involvement can generate a strong sense of attachment and value.
The IKEA Effect boils down to two simple things:
Effort Creates Attachment: People naturally feel more connected to work they have contributed to. This is true not just for furniture but for ideas, plans, and strategies as well. Just like the pride someone feels when putting together a piece of IKEA furniture, employees who help shape a strategy feel a deeper connection to it and are more motivated to ensure its success.
Ownership Increases Perceived Value: When we invest time and energy into something, we assign it more value even if it is not perfect. This heightened sense of value drives individuals to take greater ownership of the resulting plan, ultimately benefiting the organization.
Brain Chemistry at Work
There’s a good neurological reason co-creation works. When we put effort into a project, our brains reward us with dopamine – the “feel-good” chemical that locks in our sense of pride and ownership. And it’s not just a fleeting moment. Dopamine reinforces long-term commitment, making people more likely to stay invested. This effect is amplified by the prefrontal cortex, which controls planning and decision-making, and kicks into high gear when people get involved in the creative process. They aren’t just following orders – they’re building, deciding, owning.
Procedural Justice: The Fairness Factor
Another reason co-creation works is “procedural justice,” or the sense of fairness in decision-making. When people feel they’ve been heard and treated fairly, they’re far more likely to support the decision – even if it’s not their preferred outcome. In fact, studies show that feeling heard builds trust and strengthens buy-in. If leaders create a fair process, they create the foundation for a more motivated, supportive team.
Building a Culture of Collaboration
When we actively involve our teams in building a strategy, we’re fostering a culture of shared purpose. People move from passive players to active co-creators, and that’s a game-changer for engagement and morale. The team doesn’t just understand the “what” and the “how” – they understand the “why,” which helps them spot challenges and even self-correct when issues pop up.
So, yes, co-creation takes a little more time, a little more work, but the science is clear: it’s worth it. Shifting from a “do-it-all” approach to a “do-it-together” model unleashes the team’s full potential and opens up whole new levels of engagement and success.
Practical Steps for Starting Today
Start early – Bring your team into the strategy process from the beginning to build ownership and commitment.
Encourage meaningful input – Let team members know their contributions matter. It triggers the IKEA Effect and boosts motivation.
Let dopamine do its thing – Acknowledge the effort, knowing that dopamine builds a long-term connection to the work.
Create a fair process – Listen actively, building trust and commitment with every conversation.
Go collaborative, not top-down – A collaborative approach isn’t just democratic, it unlocks the full potential of your team and fosters a culture of shared goals.
