I don't think there is anything new in this behavior. Aviation has CRM and terms such "normalcy of deviance" and "SOP drift". All this is equally applicable to Special Forces. Highly trained individuals that need to operate in a dangerous environment. When some individuals start operating outside the SOPs then bad things happen. Usually within an organization where CRM has been recognised as an important practise in preventing accidents (medical, oil, electricity generation etc) then accidents reduce. There are the classic case studies such as Bud Holland, Deepwater Horizon and Chernobyl. The fact that this has occurred within the Australian SAS doesn't make the SAS any worse or better at managing human behaviour than non-military organisations. The fact that it appears to only have occurred within a small group suggests that the theory holds. The majority of the SAS operated to the high standards of discipline and adherence to SOPs that they are known for but unfortunately the entire organisation has been tainted. If the senior levels of the ADF have any desire to change the culture then they should have a look at CRM and Human Factors. If they just wipe their hands and say they have gotten rid of the rogue elements then they are setting up the conditions for it to happen again.