Normalization of Deviance: Protecting Yourself From It (Part 2)

"Normalization of deviance is a long-term phenomenon in which individuals or teams repeatedly “get away” with a deviance from established standards until their thought process is dominated by this logic:  Repeated success in accepting deviance from established standards implies future success.  Over time, the individual/team fails to see their actions as deviant.  Normalization of deviance leads to 'predictable surprises' which are invariably disastrous to the team." (taken from MikeMullane.com)

Teamwork Lessons from Mike Mullane

• Recognize that you are vulnerable.
• Plan the work and work the plan.
• Consider your instincts and the people you lead.
• Archive and review near-misses and disasters.

Excerpts from Leading in the Wildland Fire Service

Building the Team (p. 52)

Fire leaders build cohesive teams—not simply groups of individuals putting forth individual efforts—to accomplish missions in high-risk environments.

Cohesive teams are more creative and adaptable when dealing with complex situations. This enables them to detect and mitigate errors before irreparable damage occurs. Cohesion allows team members to anticipate the needs and actions of other team members. This increases efficiency and saves time.

Fire leaders set the stage by creating an environment in which cohesive teams thrive: establishing a foundation of trust, enabling healthy conflict, requiring commitment, setting an expectation of  accountability, and bringing focus to the team result.

Healthy Conflict (p. 53)
Leaders create teams that engage in healthy conflict: enabling a dynamic exchange of ideas, the voicing of diverse viewpoints, and, ultimately, innovative solutions.

Peer Accountability (p. 54)
Leaders create teams in which team members hold each other accountable. More than any system of reward and discipline, more than any policy, the fear of letting down respected teammates and peers represents the most effective means of accountability.

Peer accountability is an outgrowth of trust and commitment. We set the example by demonstrating that team members can hold us accountable, encouraging them to give us feedback on our own performance in meeting stated goals.

Resilience (p. 55)
The ultimate team result is resilience: teams that can bounce back when problems or errors threaten cohesion and synergy. Resilient teams practice behaviors that reinforce situation awareness, communication, and learning.

We create an atmosphere that fosters resilient teams:

• Establishing an expectation that people at all levels communicate effectively by practicing the Five Communications Responsibilities.
• Communicating clear leader’s intent, making sure all team members understand the end state and the objectives needed to reach the end state.
• Defining roles and responsibilities so all team members have a clear picture of what they are supposed to do and how they fit into the bigger picture.
• Tracking situation status so team members understand what progress has been made and can alert others when deviations occur.
• Developing contingency plans to extend decisional space. Maintaining the advantage over the environment by planning for error or unexpected events and calculating responses in advance.

Other References

• Interview with Diane Vaughan, May 2008
• Targets for Firefighter Safety: Lessons from the Challenger Tragedy, Diane Vaughan, 1997.
• Space Shuttle Disaster lesson plan from the Leadership in Cinema program
• Normalization of Deviance: An Example - Part 1

This is the second in a four-part series. We are operating and will continue to operate in sub-optimal environments. Fire leaders must take the time to instill this concept into their operational environments and as a part of the fireground culture.

Thanks to Brian Fennessy, Local/County/Rural Representative on the NWCG Leadership Subcommittee, for referring this great video.