This article discusses how agency is emergent from the asymmetrical power interactions of multiple social actors and organizations. Agency, contingent and relational, is creative even when interpreted by people as unsuccessful. I employ ethnographic research from within a local authority sustainability team who were threatened with redundancy because of funding cuts imposed during the implementation of British Prime Minister David Cameron's Big Society project. In order to manage their situation, possible futures had to be re-imagined and appropriately contained through processes of self-assessment and self-management. The ability to enable self-directing action was often evident but was frequently interpreted by people as unsuccessful. This stemmed from misrecognition, scarcity and the lack of capacity to bring about full and substantial changes. Both the sustainability team and their work emerge from this process reduced and reformed through the competing tensions of systems of political governance and technologies of the self.