Normalisation of deviance in QF IR.
The normalisation of deviance, Qantas pilots industrial relations.
Professor Diane Vaughan coined the term, the normalisation of deviance, after studying the decisions made in the lead up to the Challenger space shuttle accident. Many of you would be familiar with the term and its implications in operating aircraft safely. (If not, look it up it is excellent reading. See links below) We have discussed it in Human factors before. It is a practice to be guarded against.
The normalisation of deviance can be defined as ‘the gradual process through which unacceptable practice or standards become acceptable. As the deviant behaviour is repeated without catastrophic results, it becomes the social norm for the organisation.'
I ask you, in regards to our EBA/EA/contract/agreements have we both individually and collectively undertaken a gradual process through which unacceptable industrial practice or standards have become acceptable? Has our deviant behaviour which has been repeated throughout the years without catastrophic industrial results, allowed these practices to become the industrial norm at our company.
Now it would seem as happened with safety at NASA during lead up to the Challenger launch our industrial normalisation of deviance has played a part in an undesired outcome.
What do I mean? What deviant work practices have been normalised? We arrive early at base, enter the terminal in slip ports early. Read Notams & flight plans prior to sign on. Extend, read SMS, answer the phone on days off, put our hands up to crew flights, help out in any number of ways from the start to finish of a trip. Many of these practices go beyond the scope of our contracts. This has not happened overnight, many of these practices have been passed down from rank to rank at this company for years.
The result from an operational perspective is aircraft get away on time, things get done. Objectives are achieved. That fits our personality types. Pilots are task-focused professionals that take our passengers from A-B sometimes C, safely, efficiently, legally and comfortably. We are experts in papering over the cracks.
However where has this deviant behaviour gotten us industrially? It would seem because of the decades' long process to get to this point that this deviant behaviour is expected by our employer. This is the insidious nature of the process. It is so normal, so ingrained in the culture of organisation that many smarter people than I would argue that to follow our contract as written would represent industrial action! Does this not prove the point?
Perhaps if such practices were recognised or the industrial interactions between the company and its pilots not so toxic this would not have come to show its ugly head at this time and the apparent consequences of this deviance would have been hidden for more time. There would be no need for ultimatums, threats. Cordial, mutually respectful negotiations could take place even if they are difficult and hard-fought. Value instead of lip service would be placed on the intangibles, these off balance sheet acts. Pilots would continue to do what we are happiest doing, that is flying.
Several pilots over the years have voiced that we are our own worst enemies, perhaps they are right. Most I would argue had faith in our management and that our deviance under the guise of professionalism was valued. Would be acknowledged and accounted for. Thinking that surely management knows. Alas, it would seem that while current management happily embraces the benefits of our deviance they don't see, don't want to see, refuse to see, don't care. Or just believe that is how it has always been and will remain, it is our culture. It is important to note that this state of affairs is not all management's doing, it is a byproduct of our culture.
Perhaps at this juncture, we should ask ourselves a question. Should we be practicing normalised deviance where it is identified in any sphere?
What is a possible solution? Perhaps we should take our lead from Professor Vaughn who states that the best solution for the normalisation of deviance pertaining to safety is, “being clear about standards and rewarding whistle blowers. Also, create a culture that is team-based such that each person would feel like they were letting their colleagues down if they were to break the rules. Finally, the importance of a top-down approach to safety cannot be overstated. If the employees see executives breaking rules, they will feel it is normal in the company's culture. Normalisation of deviance is easier to prevent than to correct.”
The pilot body strives to do the above in our operational and safety practices along with the company. Is there any risk that by practicing deviance in one sphere that we would be more likely to accept deviance in another?
Perhaps from an industrial standpoint the solution for us could be:
Being clear about standards. Also create a culture that is team based such that a person would feel like they were letting their colleagues down if they were to deviate. Finally, the importance of a top down approach to industrial matters cannot be overstated. AIPA and Captains are needed to set the standard industrially.
Would it be easy to change our culture? Certainly not, it has taken decades to get to where we are and it would take time to change. Progress may be slow. Would you feel uncomfortable in this process? Undoubtedly, cultural change is difficult.Doing things you feel are counterculture raises red flags in our brains. Baby steps are the most likely prescription.
If we set forth to readjust our culture, what will happen? Will the sun still rise tomorrow? Yes.(pun intended) Would the airline stop? No. Would there be issues? Undoubtedly. Would the paper come off the walls? Most likely. Would our management be unhappy, angry even. Yes, it is not pleasant to see cracks or chasms appear seemingly everywhere. Would it serve to highlight what we do day to day, in the company's interest, tokeep things runningsmoothly? I think it would after their understandable anger passed. Change is not easy for either party. Would it change the relationship with management, yes. For the better? Perhaps after the anger passes (It could take a long time to pass). How long would it take? I'm not sure. It has taken decades to get here. Should we continue to be professional? Of course.
I hate the thought of inconveniencing passengers if it comes to that. (I think we all do) But what are the options? Continue this route of non compliance? Could the company honestly protest if we were to stop? The company would never and nor should they ever accept a normalisation of deviance if it is identified operationally, so why should the very people they expect to guard against normalising deviance operationally on one hand be expected to normalise contractual deviance on the other?
What form would these aforementioned baby steps take in order to change our culture? We would need to embrace the just culture that Qantas demands. A need to report more than ever.Identify issues and report them. Does paperingover the cracks to get the job done not ultimately weaken the structure to a point where more than just cracks will appear? The company encourages reporting if not requiring it, then it is our duty to do so. If reading 80 pages of NOTAMs makes you late report it. If it takes thirty minutes to get through security and you're late, report it. If you are fatigued, report it. If you require controlled rest, report it. The company runs an FRMS based on data, then provide it to them. The methods of reporting are rubbish, well report that too. Not getting answers to your reports, ask why not. Reported the same thing twenty times, keep reporting. Too busy is not an excuse, include AIPA in important correspondence. Is filling out paperwork tedious? You bet it is. Is continuing on the current industrial trajectory worse? Yes. Be professional and objective in your reporting, not emotive.
So next time you walk into the terminal early or go to open your iPad in the transport to wade through a sea of NOTAMs, take a pause, recognise what you are about to do, breathe and then think about whether the step you're about to take is reenforcing a deviant culture that has contributed to the current industrial position of hostility we find ourselves in. If you see others being deviant, perhaps as you would in an operational case RAISE it.
Perhaps this is a way that a better understanding between management and its pilots can garner a more mutually respectful industrial relations position in the future. With a better understanding about what each side brings to the table, in spite of a potentially long period of pain it will take to get there.
Thoughts? This likely applies equally to Virgin/JQ etc.
The Challenger Launch Decision: Risky Technology, Culture, and Deviance at NASA