Normalization of deviance

Normalization of deviance is a term used by the American sociologist Diane Vaughan to describe the process in which deviance from normal behavior becomes normalized in a corporate culture.[1]

Vaughan defines this as a process where a clearly unsafe practice comes to be considered normal if it does not immediately cause a catastrophe: "a long incubation period [before a final disaster] with early warning signs that were either misinterpreted, ignored or missed completely".[2][3]

The original example cited by Vaughn was the events leading to the Space Shuttle Challenger disaster, but the concept has also been applied to clinical practice in medicine[4] and aviation safety.[5][6]

References
  1. Wilcutt, Terry; Bell, Hal (November 3, 2014). "The Cost of Silence: Normalization of Deviance and Groupthink" (PDF). Retrieved 2020-02-07.
  2. Banja, John (March 2010). "The normalization of deviance in healthcare delivery". Business Horizons. 53 (2): 139–148. doi:10.1016/j.bushor.2009.10.006. PMC 2821100. PMID 20161685.
  3. Diane Vaughan (4 January 2016). The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA, Enlarged Edition. University of Chicago Press. pp. 30–1. ISBN 978-0-226-34696-0.
  4. Price, Mary R.; Williams, Teresa C. (March 2018). "When Doing Wrong Feels So Right: Normalization of Deviance". Journal of Patient Safety. 14 (1): 1–2. doi:10.1097/PTS.0000000000000157. ISSN 1549-8425. PMID 25742063.
  5. Rosenkrans, Wayne (June 8, 2015). "Normalization of Deviance". Flight Safety Foundation. Retrieved 2020-02-07.
  6. Albright, James (January 2017). "Normalization of Deviance - SOPs are not a suggestion" (PDF). BSU Aviation.

See also


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