By Michael Fry
Introduction
The normalisation of deviance is a subtle but pervasive phenomenon that can have catastrophic consequences. It occurs when deviations from established processes, standards, and best practices become accepted over time, leading to a new normal that tolerates risk and undermines safety. This concept, first introduced by sociologist Diane Vaughan in her analysis of the Challenger Space Shuttle disaster, highlights how organisations can inadvertently foster environments where unsafe practices become routine. Understanding the psychology behind this normalisation and learning from past global events are crucial steps in preventing future tragedies.
Understanding the normalisation of deviance
At its core, the normalisation of deviance is a gradual process where individuals or groups accept lower standards of performance until those lower standards become the norm. This shift often happens incrementally, making it difficult to recognise until a significant failure occurs. Several psychological and organisational factors contribute to this phenomenon:
- Incremental acceptance: Small deviations from the norm may seem harmless. When these minor breaches do not result in immediate negative consequences, they become more acceptable, leading to further deviations.
- Cognitive dissonance: People strive for internal consistency. When there's a conflict between actions and beliefs, individuals may adjust their perceptions to align with their behaviors, justifying the deviance.
- Groupthink and conformity: The desire to maintain harmony within a group can suppress dissenting opinions. Individuals may conform to group norms, even when they recognise potential risks.
- Authority gradient: A hierarchical organisational structure can discourage subordinates from questioning superiors, leading to unchallenged deviations from standard practices.
- Overconfidence and past success: Success despite deviating from norms can create a false sense of security, reinforcing the belief that such practices are acceptable.
Global events illustrating the normalisation of deviance
Several major global events serve as stark reminders of the dangers associated with the normalisation of deviance.
The Space Shuttle Challenger Disaster (1986)
On January 28, 1986, NASA's Space Shuttle Challenger broke apart 73 seconds into its flight, leading to the deaths of all seven crew members. The disaster was a result of the failure of O-ring seals in the solid rocket booster, exacerbated by cold temperatures on the day of the launch. Engineers had observed O-ring erosion in previous shuttle launches but accepted it as an acceptable risk since it hadn't led to catastrophic failure before. This erosion was a deviation from the expected performance, but the lack of immediate negative outcomes led to its normalisation. Management pressures and the desire to maintain the launch schedule further contributed to accepting this deviance.
The Fukushima Daiichi Nuclear Disaster (2011)
Following a massive earthquake and tsunami, the Fukushima Daiichi Nuclear Power Plant in Japan experienced a catastrophic failure, leading to meltdowns in three reactors. TEPCO, the plant's operator, had previously identified vulnerabilities to tsunamis but did not take adequate measures to reinforce defences. Over-confidence in safety systems and the dismissal of potential risks led to the normalisation of inadequate protective measures. It's important to note that this normalisation of deviance extended beyond TEPCO to include regulatory bodies and government agencies.
The Volkswagen Emissions Scandal (2015)
Volkswagen admitted to installing software in 11 million diesel cars worldwide to cheat emissions tests, making the vehicles appear cleaner than they were. Under pressure to meet strict emissions standards without compromising performance, engineers resorted to deceptive software solutions. As this practice continued without detection, it became normalised within the company culture, viewed as a necessary means to an end. This case also illustrates how normalisation of deviance can exist in conjunction with "corporate omerta," a code of silence surrounding deviations.
Psychological factors in these events
In each of these cases, the normalisation of deviance was facilitated by psychological factors:
- Pressure to perform: Organisational pressures to meet targets or deadlines can lead individuals to cut corners.
- Diffusion of responsibility: In large organisations, individuals may feel less personal responsibility, assuming others have addressed potential issues.
- Risk compensation: Familiarity with risks without experiencing negative outcomes can lead to complacency.
Eliminating the normalisation of deviance
Preventing the normalisation of deviance requires a multi-faceted approach that addresses both individual behaviours and organisational culture.
1. Cultivate a safety-first culture
Organisations must prioritise safety and ethical standards over performance metrics. This involves:
- Leadership commitment: Leaders should demonstrate a genuine commitment to safety and ethical practices, reinforcing their importance through actions and policies.
- Open communication: Establish channels where employees feel comfortable reporting concerns or deviations without fear of retribution.
2. Encourage ethical vigilance
Employees at all levels should be empowered to act when they notice deviations:
- Whistleblower protections: Implement policies that protect those who report unethical practices.
- Regular training: Provide ongoing education about the importance of adhering to standards and the risks associated with deviance.
3. Implement robust monitoring systems
Early detection of deviations can prevent them from becoming normalised:
- Audits and inspections: Conduct regular, unbiased assessments of processes and practices.
- Data analysis: Utilise data to identify trends that may indicate a drift from standard procedures.
4. Foster accountability
Hold individuals and teams accountable for deviations:
- Clear consequences: Establish and enforce consequences for non-compliance with standards.
- Recognition of compliance: Reward adherence to protocols, highlighting the value placed on doing things correctly.
5. Address organisational pressures
Recognise and mitigate pressures that encourage deviance:
- Realistic expectations: Set achievable goals and deadlines that do not incentivise cutting corners.
- Resource allocation: Ensure that teams have the necessary resources to meet standards without undue strain.
6. Promote diversity of thought
Encourage a culture where diverse perspectives are valued:
- Challenge groupthink: Create environments where questioning and critical thinking are encouraged.
- Inclusive decision-making: Involve a range of stakeholders in discussions about practices and standards.
7. Normalise consistency and excellence
Proactively combat deviance by:
- Normalisation of consistency: Consistently reinforce adherence to established processes and standards.
- Normalisation of excellence: Celebrate and reward exemplary performance that goes above and beyond standard practices.
Learning from the past
Analysing past incidents provides valuable lessons:
- Case studies: Incorporate studies of events like the Challenger disaster into training programs to illustrate the real-world consequences of deviance.
- Reflective practices: Encourage teams to regularly reflect on their processes and consider where deviations may be occurring.
Conclusion
The normalisation of deviance poses a significant threat to organisations and societies, extending beyond safety-critical industries to areas such as project management. By understanding the psychological underpinnings and learning from past global events, we can identify warning signs and implement strategies to prevent small deviations from leading to catastrophic outcomes. It requires a concerted effort from individuals, leaders, and organisations to foster cultures that prioritise integrity, safety, and ethical practices above all else. Only through vigilance, a commitment to high standards, and the proactive normalisation of consistency and excellence can we eliminate the normalisation of deviance and protect against its potentially devastating effects.
