"A Culture of Complacency is Misplaced Confidence"

What is Complacency

noun, plural complacencies.

1. a feeling of calm satisfaction with your own abilities or situation that prevents you from trying harder

2. a feeling of quiet pleasure or security, often while unaware of some potential danger, defect,

or the like; self-satisfaction or smug satisfaction with an existing situation, condition, etc.

The Origin of com·pla·cen·cy

mid 17th century: from medieval Latin complacentia, from Latin complacere ‘to please.’

Different types of complaceny:

Complacency about “known known”

risks led to the collapse of Lehman Brothers, whose employees were aware of the risks associated with exotic derivatives, yet ignored them.

Complacency about “known unknown”

risks yielded the defeat of the Spanish Armada; King Philip II knew that he had no accurate assessment of the British fleet, but sailed for England anyway.

Complacency about “unknown known”

risks is what led to the questionable decision to inflate the Hindenburg with hydrogen, which obviously burns, rather than helium, which does not.

And complacency about “unknown unknown” risks — the most dangerous of all —

led to the spectacular failure of Galloping Gertie. Gertie was a bridge built over the Tacoma Narrows waterway in Washington state that famously twisted wildly in high winds before collapsing.

Engineers later learned that the winds had the same resonant frequency as the bridge, which vibrated like a tuning fork and was torn apart by the gust.

Complacency is a strange beast -- a passive contentment, a misplaced confidence, easily agitated when you scratch the surface. So many people live with a certain sense of security and comfort with the status quo. Until they don't. The married couple with the beautiful home who come to resent their overbearing mortgage; the high-powered lawyer who is overworked and unfulfilled; the parents who love their children but who feel trapped like hamsters in a wheel – you know of all of these people, and many more.

thinking about my own struggles with complacency -- the times I stayed in a souring relationship, trudged through joyless work, and strived for more and more unfulfilling achievement, fueled by panicked ambition. I know I'm not alone. Many of us, at one time or another, have been caught up in what to some is called habitual living -- just going through the motions without really experiencing all that life has to offer. It's a joyless existence. But sometimes what begins as quiet discontent grows into a deafening call for change. The fear and uncertainty associated with this can be nearly paralyzing (at least in my own experience), but it's often what's required to shock us back to life. You have to break down before you can build back up again.

Complacency is a dangerous culture to have anytime, anywhere, in any circumstance

Complacency is a dangerous culture that permeates beyond the walls of mega corporations and extends into the reaches of every day companies

Complacency almost always comes from a sense of success and lives long after the success that created it has disappeared. Organizations and individuals that are complacent do not look for new opportunities or hazards.

When the organizational culture needs to change

A corporate culture of complacency ignores opportunities, big and small

Complacency ignores opportunities, big and small. It turns a blind eye to serious and dangerous threats. It hushes innovative ideas. It stomps on energy, enthusiasm and anything new. It hangs on to the old ways of doing things with white, arthritic knuckles. It doesn’t want to hear or see what is happening in the world. Learning new things is not up for discussion. It is of no concern to those who are complacent. This is Fear of change.

Fear of change in the workplace is counterproductive, especially fear of ideas and people who promote or encourage a safer , more productive workplace.

“I think we have to own the fears that we have of each other,

and then, in some practical way, some daily way,

figure out how to see people differently

than the way we were brought up to.”

They are almost always internally focused and they do what has worked for them in the past. They pay insufficient attention to new opportunities and frightening new hazards.

So what is the solution when decision makers say,

" don’t care about a risk or hazard?" "It aint broke dont fix it?" We have always done it this way (not to mention that they startd doing it that way in 1958)

Well, if complacency is itself a risk, there are really only a few alternatives for addressing it: avoid, accept and monitor, transfer, reduce the impact, or reduce the likelihood.

“We should refuse to be complacent,

embrace every opportunity for greater challenge,

and are confident in achieving our goals with unwavering passion, and

ingenious thinking”

________________________________________________________________________________

Change is only FAIR

• Feedback/communication promotes understanding, reduces conflict; and enhances productivity.

• Assist others to become culturally competent; support one another – we are all in this together!

• Inclusion should be practiced; empower employees to fully perform and participate in pursuit of the organization’s mission.

• Respect is non-negotiable; honor the social contract.

How to avoid a corporate culture of complacency

• Make people feel uncomfortable. People need to be challenged and made less certain

• Cultivate nightmare scenarios – “what if” situations

• Invite skeptical outsiders to comment on what you feel complacent about

• If it ain’t broke, consider breaking it

• Investigate how new disruptive technology could “alter our situation for the better or worse”

• Ask “How could we do this 10 ten times better?”

• Benchmark against someone entirely different, if your present comparison merely re-enforces your certainty

• Don’t just fight complacency, invest in innovation

How Can Employers Promote Safety and Change?

• Lead employees by example; respect people and differences not only in the workplace but in their ideas.

• Create a welcoming, inclusive environment in which to conduct business.

• Incorporate safety in policies, strategic plans, operational procedures.

• Learn and practice early safety strategies.

• Practice regular, effective, and open communication; empower your employees; requires trust.

• Demonstrate executive commitment to safety on an ongoing and regular basis.

• Walk the talk.

How Can Employees Promote Safety and Change?

• Practice safe, positive, constructive work habits in the workplace; work cooperatively towards a common goal.

• Live up to the social contract; contribute to your fullest potential; strive for excellence...always.

• Recognize and respect others and their individuality, their ideas and their strengths.

• Think before you speak and be sensitive to others. Not everyone is up to date on the laws of compliance

• Talk about your safety concerns and ask tactful questions about how to incorporate safety in the daily routine of things.

• Eliminate stereotypes and generalizations.

We are all employees, regardless of our position within the company, the ways we maintain our safety:

• We maintain a safe workplace by following established protocols and procedures.

• We have daily safety meetings to discuss changes and potential hazards that develop from day to day on our worksite.

• We wear the appropriate PPE for the task at hand.

• We complete an FLRA and/or review a JSA before starting a task.

• We take a "Four Second Reset" to stop and think about the safety side of the task we're about to start.

• We manage our "Zone of Control" on the worksite. Hazards identified, eliminated or controlled. Maintaining housekeeping and organization. Other workers and/or mobile equipment coming into your work area.

• We report any and all perceived or potential hazards on the worksite.

• We report all near misses. When reported, we are able to collect information, identify trends, correct current problems, and prevent future incidents and injuries from happening.

• We coach, mentor and watch out for each other throughout the day.

Something to ponder

A level of safety in the workplace where incidents are indeed a rare occurrence, does not guarantee future success, however it is an indication of a strong safety culture. It's up to all of us to never let our guard down. Continuous safety maintenance is the backbone of a strong safety culture and a truly safe workplace.

Refuse to be complacent!