Normalization of Deviations in Performance
Normalization of deviance is a phenomenon by which individuals, groups or organizations come to accept a lower standard of performance until that lower standard becomes the "norm" for them.
- By Peter Furst
- Oct 01, 2021
Introduction
To some extent, many organizations, if not all, suffer from some form of performance deviation. This can manifest itself in any goal or standard against which organizations may measure themselves. Such failures are usually due to organizational systems shortcomings or human action. Generally, in aviation prior to World War II, most accidents were attributable to mechanical (system) failure.
During WWII manufacturing, technology and design improved such that more accidents became attributable to pilot (human) error than to mechanical failure. To counter this, human factors were incorporated into airplane design, and standard operating procedures were developed for crews, garnering some improvement. In 1980, the adaptation of crew/cockpit resource management aligned systems which people helped greatly, making air travel safer than most other modes of transportation.
Deviating Standards of Performance
I attended a conference not long ago where Mike Mullane, a former astronaut, was the keynote speaker. Mullane spoke of leadership and performance standards. He used examples from his time in NASA, but his message is equally applicable to any industry, especially the construction industry. The point of his talk was the "normalization of deviance." This concept was developed by Diane Vaughan in her exceptional study of the space shuttle Challenger accident. Mullane stressed the need to guard against the insidious effect of this concept.
Normalization of deviance is a phenomenon by which individuals, groups or organizations come to accept a lower standard of performance until that lower standard becomes the "norm" for them. This phenomenon usually occurs when individuals, groups or organizations are under pressure to meet schedule requirements, conform to budgetary considerations or deliver on a promise, while adhering to expected standards or prescribed procedures. Faced with a situation in which relaxing the standards or procedures gets the "job done," they decide to utilize lower standards or less robust procedures with the expectation that when things get back to "normal," they will go back to utilizing the higher standards or procedures.
Generally, the problem is resolved and, to their relief, with no adverse effect. However, the pressures do not seem to abate, and the lower standard may be used again. Every time this is done successfully, it becomes easier to do it the next time. The successful use of the lower standard over time is perceived as somehow an acceptable substitute for the original standard and, therefore, becomes the norm or the "new" standard for performance. As a result, the individual, group or organization stops seeing its action as deviant.
This article originally appeared in the October 2021 issue of Occupational Health & Safety.