Self-Determination Theory (SDT)

1. What SDT Is

Self-Determination Theory (SDT) is one of the most established frameworks in human psychology explaining why people act, how strongly they act, and how consistently they sustain action over time.

SDT states that people are most motivated — and stay motivated — when three core psychological needs are met:

1. Autonomy

A sense of ownership, agency, and meaningful choice.

2. Competence

The belief that “I can do this effectively” — with clarity, support, and tools that set people up for success.

3. Relatedness

Feeling connected to others and to a shared purpose.

These needs are fundamental drivers of sustained behavior, high-quality decision-making, and long-term engagement.

SDT aligns closely with ERM because human behavior is a primary driver of risk and a primary determinant of how uncertainty unfolds.

2. Why SDT Matters for Sexual Abuse Risk Management

Sexual abuse risk is shaped by human behavior at every level: frontline interactions, boundaries, reporting, leadership decisions, control consistency, resource allocation, and system learning.

Because effective sexual abuse risk management is driven by human behavior, we need a framework that helps us understand why people act the way they do.

SDT matters because:

1. Compliance models fail without real motivation.

Command-and-control programs don’t activate autonomy, competence, or relatedness — so behavior change doesn’t stick.

2. The highest-impact SAM behaviors are discretionary.

Noticing, questioning, escalating early, and handling gray areas — all require strong intrinsic motivation.

3. Sustainable prevention requires sustained engagement.

Controls drift when people feel overwhelmed, disempowered, or disconnected.

4. Implementation success is psychological, not just procedural.

Controls fail when people feel the system is being imposed on them rather than built with them.

5. Defensibility depends on culture.

Defensible decisions come from people acting consistently, transparently, and purposefully.

SDT is essential because you cannot manage uncertainty if you cannot reliably influence behavior under uncertainty.

3. What SDT Is For (In Jigsaw)

SDT serves as a core engine of engagement, insight, and reliability for the entire risk management system. It supports the Why, the How, and the Do.

A. Using SDT to Identify Uncertainties (Why Stage)

People will only surface real uncertainties — especially uncomfortable or sensitive ones — when the facilitation environment meets SDT needs.

SDT enables uncertainty discovery because:

Autonomy → People feel free to speak honestly.

• They share what is really happening.
• They name things that feel risky, unclear, or fragile.
• They identify gaps between policy and practice.

Competence → People believe they can contribute meaningful insight.

• They stop deferring to “experts” or leadership.
• They articulate the practical realities of frontline work.
• They describe uncertainties precisely instead of vaguely.

Relatedness → People see that identifying uncertainty strengthens the whole organization.

• They want to protect the community.
• They align around a shared purpose — protecting children and each other.
• They overcome fear of judgment.

Result: SDT produces deeper, more accurate, more complete uncertainty identification — which is the foundation of effective SAM risk management.

B. Using SDT to Design Controls (How Stage)

SDT strengthens control design beyond behavior requirements by ensuring controls are usable, fit for purpose, and psychologically implementable.

SDT helps control design through:

Autonomy → Controls are not imposed; they are co-created.

• Staff help shape controls, so controls reflect real-world constraints.
• People choose workable options rather than resist imposed rules.
• Controls are flexible in method while firm in intent.

Competence → Controls are clear, teachable, and achievable.

• Every control answers: “How exactly do I do this?”
• Testing reveals what confuses or trips people up.
• The system provides tools, scripts, templates, and guidance.

Relatedness → Controls strengthen connection and shared responsibility.

• Controls align people around shared protection goals.
• Peer involvement builds trust and collective use.
• Controls that increase isolation or conflict are redesigned.

Result: SDT ensures controls are built for real people, doing real work, in real conditions — which is essential to reliability.

C. Using SDT to Test Controls (How → Do Transition)

Testing is not just a technical check. It is a motivational check.

Controls only work when people:

• want to use them (autonomy)
• can use them (competence)
• feel supported using them (relatedness)

SDT allows testers to surface:

• where a control breaks
• where confusion arises
• where resistance emerges
• where the control requires more support or redesign
• where the psychological environment undermines use

This is essential because most SAM failures stem from behavioral drift, not from the absence of controls.

D. Using SDT to Implement and Sustain Controls (Do Stage)

Implementation is where systems traditionally fail.

SDT keeps the system alive by ensuring:

• people feel confidence, not fear
• reporting becomes early and consistent
• boundary navigation becomes thoughtful and proactive
• drift is surfaced, not hidden
• reviews become learning conversations, not compliance checks
• leaders model ownership and connection

SDT is the psychological engine behind the Jigsaw cycle.

4. Examples Across SAM Risk Management

Identifying Uncertainties

Weak: Participants hesitate, stay vague, hide the real issues.

Strong: People name risky transitions, tough dynamics, and gray-zone situations honestly and precisely.

Control Design

Weak: A control is designed in a boardroom and imposed on staff.

Strong: Staff help design the check, test the step, refine the behavior, and validate real-world use.

Control Testing

Weak: “Looks fine on paper.”

Strong: Testers say, “This step is confusing,” “I’d miss this in a rush,” or “This conflicts with another routine.”

Implementation

Weak: Compliance-driven rollouts that feel punitive or unrealistic.

Strong: People feel ownership, capability, and connection — the three SDT drivers of sustained action.

5. Strong, Fragile, and Failing SDT Application

Strong Application

• People speak openly about uncertainties.
• Controls are reliable and continuously improving.
• Reporting is early and consistent.
• Leadership follows through.
• Drift is caught quickly.
• Culture is honest, aligned, and protective.

Fragile Application

• Controls exist but are unevenly used.
• Participation varies by team or personality.
• Reporting depends on comfort levels.
• Reviews feel like tasks, not learning.

Failing Application

• Fear, silence, or disengagement.
• Controls ignored or bypassed.
• High uncertainty and low reporting.
• Drift is invisible until there’s an incident.
• Cynicism about leadership or intent.

6. Summary — Why SDT Is Essential to Jigsaw

SDT is foundational because sexual abuse risk is a human-behavior risk.

And managing a human-behavior risk requires understanding how people are motivated, especially under uncertainty.

SDT strengthens the Jigsaw System by:

• surfacing uncertainties more honestly
• designing controls that work in real life
• making testing meaningful
• supporting implementation
• sustaining engagement
• strengthening defensibility
• reducing uncertainty across the whole system
• creating better outcomes for children, staff, and leadership

SDT is how Jigsaw becomes a human system, not just a technical one — and how organizations develop the capability to manage sexual abuse uncertainty powerfully, consistently, and over time.