Normalization of Deviance, a Constant Risk
When doing bad feels oh so right, it becomes difficult to resist the temptation of continuing down that road. How can we avoid it?
Normalization of Deviance is one of my favorite concepts as a technology leader and it may be one of the most important concepts to be aware of if you are an engineer, designer, or project manager. It is the process by which something once considered unacceptable becomes accepted in a society or organization, simply because it is no longer enforced. In other words, if something hasn’t been fixed or addressed for a prolonged period of time, people become accustomed to it and assume that it’s okay to continue operating in this manner. People become accustomed to going against the so-called “Standard Operating Procedures.” This concept can manifest itself in many different ways and can have a tremendous impact on an organization’s culture as well as on product quality.
Normalization of Deviance is a theory developed by Dr. Diane Vaughan, a sociologist who studied social institutions, cultures, organizations, and the interactions of people that work together. Her research demonstrated that the introduction of new behaviors and ideas into a system will gradually become more common and accepted if those behaviors are allowed to continue for too long without being challenged. What was her inspiration for this research and theory? The Space Shuttle Challenger disaster. On January 28, 1986, the space shuttle Challenger exploded shortly after launch, killing the seven crew members on board. An investigation conducted by the National Aeronautics and Space Administration (NASA) revealed that the accident was caused by a mechanical failure due to improper procedures being followed during the construction and maintenance processes. These findings led to a number of changes that NASA implemented to prevent future accidents and to arrest the downward spiraling brought on by production pressure.
How can Normalization of Deviance present itself in the workplace?
One of the key understandings of Normalization of Deviance is that the standards that hold an organization to best practices can gradually breakdown to the point where the violation of the standard operating practice becomes completely unacceptable and this can happen even though everyone involved knows better. More often than not, companies, managers, and individuals will create excuses to avoid addressing a problem, citing things like:
- It’s too expensive to fix now, we can’t afford to fix it.
- Let’s ignore this for now so we can stay on schedule.
- We can wait to fix this later once our other priorities are completed.
- It works! There is no reason to change it right now.
All of these rationalizations are used to cover up the fact that there are issues and problems that need fixing, but for whatever reason, they are not being addressed. The software industry has good terminology for the adverse affects of these decisions: Technical Debt. It is a term that can be associated with deploying a software product with certain known defects or having certain elements built on poor practices. I believe this same term is a good phrase that can be applied to most engineered systems. Just like financial debt, the technical debt that we accrue over time has a negative impact that will compound itself as time goes by unless we actively take measures to pay it down. Don’t fall into the “this is fine” mantra!
Although most of us don’t work in a job that involves keeping people alive, I would still argue that this concept of normalization of deviance is valid across the spectrum. Anytime you find yourself “getting away with something” that is out of alignment with your values, it could be an indication of your morals starting to slip a bit. This can be deeply rooted in the culture of your workplace or even in your personal life. When we start to think that it’s okay for us to do what we don’t want to do just because we haven’t been caught yet, it can have a very negative impact on our quality of life or the products that we build.
How can we avoid or fix Normalization of Deviance?
Normalization of Deviance is largely unavoidable. It seems to be rooted in human nature and our desire for self-preservation and reward. So what can we as colleagues, engineers, developers, and project managers do to recognize and prevent its occurrence in our organization? Here are four things I think we can do to help us avoid normalizing deviance within our own teams:
Have a champion for the process
One of the best ways I have found to deal with Normalization of Deviance is to empower an individual from your team to be the champion for the process improvement efforts. These champions should have a natural desire to adhere to a process and quality standard. They are often your Lead Engineers, Senior Developers, Technical Managers, etc. However, anyone can be a champion so long as they strive to keep things in check. Managers, hold on to these individuals and support them the best that you can.
If you find yourself in an organization where there isn’t a person actively championing process improvement initiatives, you may need to consider stepping in to fill that role yourself, and let yourself be heard. It may seem daunting at first to try and tackle something that is already accepted as the norm within your organization, but if your company truly believes in the value of quality, then it would be in your best interest to step up.
Cultivate good communication practices
Put very simply, bad processes will lead to bad communication. Bad communication will lead to bad results. You want to cultivate an environment where open and honest communication is encouraged and discussed openly on a regular basis. If, for some reason, someone on the team isn’t speaking their mind or bringing up an issue that they feel needs to be addressed, you as a leader should encourage them to do so. This can be difficult for some people because sometimes there will be strong opinions on either side which could lead to conflicts, but it’s much better to air these issues out now rather than let them fester.
Additionally, keep good processes and “lessons learned” documented and accessible to team members. Detailed and documented processes are important to operational consistency because they act as a guide to help the team stay on track and get the desired results.
Collaborative environments promote alignment
Your teams should stay aligned with the idea of the quality standards. Collaboration will also help your champion get buy-in from all members of the team. A collaborative environment where everyone is focused on a common goal creates a unified team that can more easily overcome challenges and achieve better results while avoiding Normalization of Deviance.
I find it best practice to bring the whole team together to discuss and develop new processes and controls. Team members should feel heard and be able to take ownership over processes for which they are accountable for. Understand that Normalization of Deviance spreads at a social group level. Aligning teams and creating the processes together creates a powerful social need to adhere to that standard practice.
Create a culture of Ownership
Everything above flows down to the idea of creating a company culture where everyone understands the standards of quality. When you set the right standards and culture, you have to maintain them and it starts with everyone in the company understanding what is expected of them and then setting expectations for them. This is most important for managers, as you must avoid setting production pressures that will compromise the integrity of the standards you are striving to achieve.
If employees are consistently accepting “deviants” and “new norms,” find out why! If you are a manager, look for early warning signs. For instance, observe how your team members interact with a new hire that brings up a potential issue. Does your team ignore them? If so, then this is a warning sign of that idea of “knowing better.” All team members should feel that they can approach the team, managers, etc. and hit the alert button to call out an issue the moment they see it. Conventional wisdom should be challenged and a process of on-going improvement be supported.
Summary
Normalization of Deviance is a road that will lead to destruction. It is the idea of “knowing better” and accepting poor practices and designs just because nothing bad happened right away. It is a mentality and way of thinking engrained in human behavior at the societal level. To avoid this Normalization of Deviance, an organizational culture must be created that emphasizes honesty, team ownership, and communication, and strives for continuous improvement.
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