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COMPLACENCY A Dangerous Disease.

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1 COMPLACENCY A Dangerous Disease

2 Course Information Author:
Gaylia Johnson, CTO III Community Corrections Training Unit – Stillwater OK Dept. of Corrections Course Released: May 1, 2009; Updated March 1, 2011 Course Code: CLEET /SAFI090005 Credit: 2 hours Needed Attachment: Please print out / fill in the Worksheet (2 pages)

Course Objectives AT THE END OF THIS COURSE PARTICIPANTS WILL: Define complacency Understand the adverse affects of complacency in business, in history, in sports, and potentially with us Understand why complacency is considered a disease Explain why complacency is dangerous List the causes and symptoms of complacency Decide which is better: Antidote or Vaccine

4 Then, this is for you – and for all of us.
Here’s the question: When you’re driving, have you ever . . . Gone past your turnoff without realizing it? Missed the exit because your mind was somewhere else? Pulled into the driveway and not remember the drive home? Then, this is for you – and for all of us.

5 Driving on Autopilot We accomplish this dramatic feat by turning the task of driving over to our subconscious mind and autonomic nervous system. The subconscious is quite skilled at driving, just as it is at walking, swimming, or riding a bike. Once it knows how to do something, it just does it; it doesn’t need to think about it again.

6 And by then, OOPS, you’ve missed the turn!
For example, when you drive the same route home everyday, your subconscious mind handles most of the driving while your conscious mind entertains higher cognitive functions. You find yourself thinking about what happened at work, tasks that need done at home, deciding what you want to eat, where you want to go, or what you want to do. And by then, OOPS, you’ve missed the turn! 1

7 Repetition Like driving, any repetitious task has a tendency to become boring and create lack of interest. A person may subconsciously think “I can do this in my sleep” or “with one hand tied behind my back.”

8 On your worksheet, please:
1. List one or two repetitive tasks that you do (besides driving). 2. List a repetitive task that is unique to our agency.

9 Repetition Can Also Lead to Complacency
Com⋅pla⋅cen⋅cy [kuhm-pley-suhn-see] -Noun, Plural – cies Definition: A feeling of quiet pleasure or security Contentment or self-satisfaction, while often unaware of potential danger, trouble, or defect Unconcerned An instance of smugness with an existing situation or condition. 2

10 Complacency is Dangerous
and in many occupations, it can be deadly. In a psychology lecture to airline pilots, the instructor spoke from the following outline: You lack spontaneity You’re a sucker for complacency Familiarization breeds contempt The role of rituals in itself is a trap

11 Quoting from the instructor about the role of rituals:
“If you do a ritual in the cockpit, once you have completed that ritual – I don’t care if the checklist was done right or not – everybody standing in behind you can say, “You didn’t do it, dummy,” and you will not buy into it. You will not buy into it because you believe your ritual is complete. Get rid of rituals if you have them - they’re death traps.” 3

12 On your worksheet, please:
3. List a “ritual” you perform at work. 4. Is it one you can get rid of? (Yes/No) 5. If not: (a) Is it possible to change it up? (b) List ways you’ve learned to watch and stay alert. 6. How does this help prevent complacency?

13 Complacency Trend Complacency trends are evident.
For example if an accident occurs in the workplace, usually there was a level of complacency present prior to the accident. The safety issue suddenly becomes the primary focus of everyone, employers begin using enforcement programs and awareness increases.

14 All levels of supervision participate in accident prevention.
And finally, the safety program has never been better. Then, time passes and eventually the complacency trend begins to start its decline, seeking to reach the moderate behavior of the pre-accident era. 4 Take a look . . .

15 Complacency Trend Start Here Accident Incident Death Time
100 % compliance! Time passes . . . Starting the decline Remember the heightened awareness after 9/11? There’s a song entitled, “9-11 and Then We Slumber” New policies and training for everyone! The incident is mostly forgotten Complacency Trend Immediate focus on prevention! Return to pre-incident behavior Start Here Accident Incident Death Equation: Familiarity + Comfort = COMPLACENCY

16 Complacency Can Exist Anywhere
With our health In business At home

17 On your worksheet, please:
7. List an additional area where you believe complacency can (and/or does) exist.

18 Complacency Happens on the Job
Dangers of complacency exist when using tools and equipment, or operating machinery. It has been estimated that 80 % to 90 % of workplace accidents are the result of unsafe acts. How To Stay Alert Incidents may have a negative impact on health, safety, reliability or company reputation. 5 Office of Safety

19 Complacency Happens With Our Health
One of modern medicine’s great success stories is the vaccination of our children against infectious diseases. Ironically, the near elimination of these health problems has lead many to become complacent about immunizations. Certain diseases crop up so rarely that parents sometimes ask if vaccines are even necessary anymore. Most diseases that can be prevented by vaccines still exist in the world, even in the U.S., although they occur rarely. The reality is that vaccinations still play a crucial role in keeping our kids healthy. 6

20 Complacency Happens in Business
“Smugness and complacency in business can lead to financial crisis. IBM, for example, poured tremendous effort into trying to maintain its proprietary dominance based on mainframes. Once brilliantly successful, they smugly missed the seismic shift to open systems and microprocessor-based technology.

21 The biggest threat to large companies is the danger of becoming complacent.
There are a lot of companies that get fat, dumb, and happy, and take their eye off the ball and forget about serving customers.” 7

22 Complacency’s Evil Twin: OVERCONFIDENCE
O⋅ver⋅con⋅fi⋅dent [oh-ver-kon-fi-duh’nt] -Adjective Definition: Excessively confident Presumptuous Cocksure; Arrogant Having greater, or total, certainty than circumstances warrant  2

23 Overconfidence in History
Because the ship’s hull was divided into 16 watertight compartments, the builders were sure that she was "unsinkable" and lifeboats were considered almost unnecessary. The boat was designed to carry 32 lifeboats but this number was reduced to 20 because it was felt that the deck would be too cluttered. There should have been a lifeboat drill, but the Captain canceled it to allow people to go to church. Titanic

24 The lookouts in the crow's nest previously requested binoculars, but the request had been denied.
The time interval from first sighting of the iceberg to impact was 37 seconds. Many people believed that Titanic was not sinking but that the call to the lifeboats was actually a drill and stayed inside rather than venture out onto the freezing deck. The Titanic sank in 2 hours and 40 minutes. Titanic 8

25 Overconfidence in Battle
Called the “Victory Disease,” this cultural phenomenon manifests itself in a mindset of overconfidence and complacency. The problem stems from two necessary preconditions: demonstrated military prowess and great military strength. Military leaders begin to underestimate the enemy's capabilities. 9 For Example . . .

26 Battle of Waterloo June 18, 1815
Napoleon conquered territory from Spain to Russia with the strongest army Europe had seen since the Roman Empire. But Napoleon’s rule as Emperor of the French came to an end when he surrendered to the British at the Battle of Waterloo. His downfall was due to a number of tactical errors, including complacency. 9

27 First Battle of Bull Run
July 21, 1861 In the First Battle of Bull Run, the overconfident Union populace, taking the enemy for granted and expecting a rapid conclusion to the war, was completely unprepared for the Confederate victory. 9

28 Korean War June 25, 1950 Following the Allied victory in World War II, U.S. forces became complacent as they shifted from combat duties to occupation duties. Early on a rainy Sunday morning, the North Koreans opened fire on South Korea and proclaimed war. An American unit in Kyushu, Japan, was sent to block the North Korean advance. Young, inexperienced, undertrained, outnumbered, and without adequate supplies of ammunition, they were virtually brushed aside by the advancing North Koreans. 9

29 Overconfidence in Sports
Overconfidence in Sports Feb. 22, 1980 Winter Olympics, Lake Placid, NY The Soviet ice hockey team was thought to be the best in the world. The goaltender, Vladislav Tretiak, was also considered the best in the world Although listed as amateurs, they played professionally They were all members of the Soviet Red Army They were “men” and referred to as “machines”

30 Goaltender, Vladislav Tretiak
They had won the gold medal in the four previous Olympics: 1964, 68, 72, and 76 They won 10-3 in an exhibition game with the U.S. team just a few days before They were the favored team 10 8 "Мы только беспокоиться о Chek Республики, других групп мы не беспокоиться, потому что мы сильная команда. Мы избили НХЛ хоккей групп." (“We worry about only the Czech Republic; other teams we don’t worry because we are a strong team. We beat NHL Hockey teams.”) Goaltender, Vladislav Tretiak

31 In 1980, hockey was neither a well known sport in the U. S
In 1980, hockey was neither a well known sport in the U.S., nor a very popular one The U.S.A. team was considered the underdogs It was comprised of college kids and amateurs Considered “boys,” the average age was just 22 They were seeded 7th as the entered the competition They had just lost 10-3 in the exhibition game It didn’t look good . . . 11

32 The day before the match, columnist Dave Anderson wrote in the New York Times,
2/21/80 "Unless the ice melts, or unless the United States team or another team performs a miracle, the Russians are expected to easily win the Olympic gold medal." 10

33 That Same Day . . . The USA Coach continued his tough, confrontational style, skating "hard" practices and berating his players for perceived weaknesses. He told them: “They’re ripe, they’re ready to be beaten. Watch how they change lines – they don’t change as quick. Watch when they score a goal, they’re kind of confident – over confident.” U.S.A. Coach, Herb Brooks

34 The Soviet Coach rested his players.
And Here’s the Difference The Soviet Coach rested his players.

35 Biggest Upset in Sports History
“Those in attendance remember the incredible number of American flags that were in the crowd that day, not small flags that fit comfortably in the hands of small children, but mammoth flags that were usually found on 30- foot flag polls. Americans were overcome by patriotism.” The United States, led by coach Herb Brooks, defeated the Soviet Union team, considered to be the best international hockey team in the world, 4–3. The USA had speed, defense, scorers, conditioning, goaltending, and coaching - a complete team, something the Soviets didn't realize until it was too late. 11 11

36 and will take us by surprise
Complacency and Overconfidence Start Small and will take us by surprise IN BUSINESS – Letting up "My greatest security is my insecurity. I know that if I let up, something or someone could bring my businesses down. Yesterday's triumphs do not guarantee tomorrow's business successes." 7 THE TITANIC – Only small cracks “It was not a huge hole that started the Titanic sinking, but a series of splits in the steel plating that let in enough water to overwhelm the ship. Titanic was doomed.” 8 1980 Olympic Hockey Game – Taking the opponent for granted “It has happened to myself a few shifts, you just don’t understand what’s wrong and you get run over... “ Soviet spectator 10

37 All That to Say This . . . If it can happen to military leaders, or to
ship builders, to IBM, or to the #1 hockey team in the world and the #1 goaltender, we cannot be so complacent as to think that it cannot happen to us, because that’s exactly when it will. Please understand: This is in no way intended to reflect on our agency or its outstanding, dedicated staff. Its only intent is to provide a vehicle by which we may become increasingly aware of the always-pending dangers within the environment in which we work.

38 Escape by Complacency Example #1 Commissioner:
New York State Department of Correctional Services March 19, 2004 Complacency Trend The dedicated staff at Elmira last saw an escape in Its excellent record led to a mood of complacency, exhibited by staff over-familiarity with Vail, lax tool control, spotty inmate frisks and incomplete cell searches. Count procedures and perimeter security requirements were not followed. Failures in basic correctional practices, regarding supervision of inmates, alertness and observation, contributed to the inmates’ success in escaping the proverbial ‘security envelope’ – the cell.” Three employees are being served with notices of discipline seeking their dismissal from state service. 12 Commissioner Glenn S. Goord today released his report into the July 7, 2003, escape by two inmates from the maximum-security Elmira Correctional Facility in Chemung County. The report concludes that complacency on the part of employees -- from administrators to line staff, combined with the egregious behavior of three workers -- contributed to the first escape in 19 years from the prison that today houses 1,840 inmates. In the report, Commissioner Goord said, “The escape of inmates Timothy Vail and Timothy Morgan was avoidable. It resulted from complacency manifested in a widespread breakdown in Departmental practices, long-time policies and security procedures. The inmates recognized and took advantage of these lapses.” Commissioner Goord said, “There is little doubt that, had there been strict adherence to established policy, procedure and practices, the escape would have been thwarted.” Commissioner: Staff complacency contributed to escape from Elmira prison

39 (No complacency there!)
Escape by Complacency Example #2 Georgia Department of Corrections December 19, 2008 Officers’ Complacency May Draw Prosecution The Nov. 19, 2008 letter written by the Georgia Department of Corrections (DOC) Director of Facilities Operations Derrick D. Schofield was typed a month after two older men escaped from the high-security Hays State Prison in Pennville. “In fact, if as a result of illegal actions or complacency of staff an inmate escapes from custody, those responsible can expect to be prosecuted,” Schofield’s letter states. Immediately after the escapes, the warden was dismissed and two correctional officers were suspended, as prison officials struggled to discover how two older convicts climbed over three fences and eight strands of razor wire without notice. That was the time when Schofield penned his letter. 13 Expounding on his proposition, Schofield suggested that guards should serve an escape convict’s sentence if complacency was involved. “If the inmate can’t do his or her time, then I suggest we allow those responsible for the escape to do the time for the inmate,” Schofield stated. “We can’t allow criminal or negligent behavior without severe consequences and it will always be my recommendation to the commissioner to seek out those individuals for prosecution.” FYI: In Roman times, guards were put to death if their prisoners escaped. (No complacency there!)

40 Complacency Leads to Poor Security Practices
DOCUMENTED CAUSES FOR ESCAPES: Failure to properly perform strip searches Failure to check ID cards Sleeping or exercising in towers or on perimeter posts Overlooking contraband and other material Poor tool and key control Incomplete cell searches Failure to make security checks

41 A Correctional Officer Speaks Out
“It is not meant to suggest that correctional officers do not do their jobs or do not understand their responsibilities. Having been correctional officers, we know this is not the case. The point is, however, that the complacency factor in this business exceeds that in others not characterized by a reliance on incident-driven systems that are called up infrequently. Unfortunately, in our business, misunder-standings, complacency, or shortcuts in security can and do kill.” 14

42 Complacency is a Dangerous Disease Caused by a Virus
Vi⋅rus [vahy-ruh s] –Noun, plural -rus⋅es. Definition: A harmful or corrupting agent; A corrupting influence on morals or the intellect; poison; something that poisons one's soul or mind 2

43 Why is it Dangerous? It allows offenders to easily predict our actions and seize the initiative. Symptoms are not obvious as they might appear, but usually become obvious in hindsight. Note to Self: REMEMBER: “It’s a slow fade from black and white to gray.” The real danger comes from how easily and gradually the disease can creep into our thinking.

44 On your worksheet, please:
8. List one way you think complacency or overconfidence can creep into our thinking.

45 Why is it a Disease? A dangerous one . . . It’s contagious
It follows an established pattern A dangerous one . . .

46 The Dangerous Pattern T I M E P A S S E S
FEARLESS Becomes complacent, smug, overconfident, borders on arrogant Is competent; develops a sense of worth, and value to the team Task becomes the usual routine Boredom and disinterest set in Confidence begins to grow T I M E P A S S E S Learns new routine with an attitude of honesty and degree of humility Continues to build healthy self esteem Becomes very comfortable and familiar Starts to cut corners with no apparent problems Overestimates expertise and underestimates offenders SAFE ESCAPE “Familiarity breeds contempt complacency” New Task for Employee X Start Here CONFIDENCE DESTROYED

47 SELF-CHECK How Do I Approach My Job?
Sometimes I under or overestimate offenders Whatever my task, I do my best Competent SAFE FEARLESS With boredom and disinterest As part of a team It’s a piece of cake With a degree of humility and honesty Maybe a little overconfident With a teachable spirit Watchful and alert I know I’ll never fall for offender games

48 What Causes the Virus in the First Place?
CHICKEN NOODLE SOUP 3-1/2 C chicken broth medium carrot, sliced 1 stalk celery, sliced 1/2 C uncooked egg noodles 1 C cubed cooked chicken INTERNAL INFLUENCES Overconfidence Taking risks Dismissing feedback Pride/Arrogance Feeling invincible Mix broth, carrot, and celery in a saucepan. Season with pepper. Heat to a boil. Stir in noodles and chicken. Cook over medium heat 10 minutes or until noodles are done. 15 Good for when you have a virus.

Knowing all the answers Overestimating one’s own expertise and Underestimating the offender’s Developing an “It won’t happen to me” attitude Taking shortcuts in the absence of consequences

50 Optional “Take-it-Yourself” Stress Test
EXTERNAL INFLUENCES Over crowding Understaffed Budget cuts Poor communication Long hours Low morale Job Stress Burnout Optional “Take-it-Yourself” Stress Test (when you have finished the online test, hit your browser’s “Back” button to return to this course)

51 How is it Contagious? Complacency spreads like a disease from one worker to another. One employee sees a co-worker taking a shortcut and figures, "If they can do it, why can't I?" If left unchecked, shortcuts and negative attitudes can spread quickly to epidemic proportions. 16

52 The Steamer (always steaming about something)
Virus Carriers Seven Well-known Virus Carriers: The Perfectionist The Rumor Monger The Uncommitted The Pessimist The “It’s Not-My-Job”-er The Resister The Steamer (always steaming about something) 16

53 Q. What’s an immediate and effective way to deal with virus carriers?
QUICK! Stop the Virus! Way #1 Q. What’s an immediate and effective way to deal with virus carriers? A. Antidote An⋅ti⋅dote [an-ti-doht] –Noun Definition: A medicine or other remedy for counteracting the effects of poison, disease, etc. Something that prevents or counteracts injurious or unwanted effects 2

54 Antidotes Counteract the Virus
NOT GOOD REACTION Reacting to a negative situation is instinctive. It is natural, easy, and part of our defense system. Reactions are determined by external circumstances. An angry reaction or blaming others will make you susceptible to the virus, spreading it even faster. VA + R = O Virus Attack + Reaction = Negative Outcome

55 RESPONSE Great Antidote! However, a thought-out acknowledgement or reply is behavior that comes from internal knowledge and is based on personal values and choices. We need to train ourselves to find and use a positive response that will create the best possible outcome, thus helping to stop the virus. VA + R = O Virus Attack + Response = Positive Outcome 16

56 On your worksheet, please:
9. Indicate how you would respond to a virus carrier (with humor, anger, reason, avoidance, etc.) 10. What do you feel would be the most effective and why?

Antidote Action Plan Instead of focusing on a situation over which we have no control, focus on a positive response to a virus carrier, THIS VIRUS STOPS WITH ME! WHILE THINKING

58 Q. What’s the best way to PREVENT the virus in the first place?
QUICK! STOP THE VIRUS Way #2 Q. What’s the best way to PREVENT the virus in the first place? Vaccine A. vac⋅cine [vak-seen] –Noun Definition Any preparation used as a preventive inoculation to confer immunity against a specific disease. 2

59 Before we can inoculate for complacency, we need to look for symptoms:
Recognizing Symptoms Before we can inoculate for complacency, we need to look for symptoms: (REMEMBER - symptoms are not often apparent) Comfortable/familiar with routines and tasks Recent successes in taking shortcuts Attitude of overconfidence/arrogance/invincibility Unrealistic expectations Under or overestimating offenders “The symptoms of the disease, building one on the other, can develop into a full-blown, possibly fatal situation.” 5

60 Understand its root causes. Acknowledge any underlying factors.
Guide To Vaccination Arm yourself with a thorough awareness and recognize that there is a complacency problem. Know the disease. Vaccine Understand its root causes. Acknowledge any underlying factors. Acknowledge any underlying factors.

61 Administering the Vaccine Action Plan
Take responsibility/ownership Address situations that cause stress Clarify any issues that might lead to complacency Curb unrealistic expectations Recognize attitude problems: a.) this requires an honest self-evaluation - or - b.) caring enough to confront a team member Replace negative, ineffective reactions with adaptable, positive responses 16

62 Concern Discontent Dissatisfied
Alert others to the debilitating effects of the disease Inject coworkers and team members with a good attitude (which is also contagious) Instill an airline pilot’s mindset: “Give total attention to detail, even though the inspections are routine and have been performed a thousand times before. Failure to properly inspect and test all systems could result in catastrophic failure and death.” 4 Practice the opposite of complacency: Concern Discontent Dissatisfied 15

63 Dosage and Instructions
Take at the first sign of feeling comfortable and safe. This symptom is a big threat to your well-being and you are drifting into a complacent mode. WHEN: Administer full dose of realization immediately. Understanding this disease and its symptoms will yield increased vigilance, making you less likely to succumb to the disease's effects. AMOUNT: Do Not Overdose Overdosing may result in the opposite extreme: Over cautiousness WARNING:

64 are usually more evident in hindsight.
Complacency is a Guard Your Safety Dangerous Disease caused by a Virus. We cannot afford to let complacency take root in our business. Use opportunities to get the message across that complacency is dangerous — as dangerous as any machine, chemical, or other hazard. Let’s continue to create a safe and secure work environment with an emphasis on identifying, alerting, planning, problem solving, and prevention. Its Symptoms are usually more evident in hindsight. An Antidote counteracts. The Vaccine prevents.

65 Positive Outcomes Self satisfaction Promotability Better teamwork
Great mentor Happy supervisor Accomplished goals Self-respect

66 The Gold Thread A multitude of remarkable and diverse threads are woven together to create the Department of Corrections fabric. The strength of the warp (lengthwise threads) is in its mission, vision, and values. The weft (crosswise threads) represent all our staff. But within that weave, is a very special gold thread. . .

67 Keep vigilant. Stay alert.
THAT’S YOU! You are appreciated and valued. You have a great opportunity to be a change agent in this business of ours. Keep vigilant. Stay alert. Thank you

68 End Notes 1. Carl Allen Schoner, 24/7 Press Release, Sept.29,2007
2. Definitions - Dictionary.Com 3. Pilot Psychology Lecture: and then type in “Pilot Psychology Lecture” 4. David Folk, Occupational Health and Safety Magazine, 1105 Media Inc., Chatsworth, CA - The Workplace Complacency Trend in Accident Prevention, Jan. 1, 2007 5. “Avoiding Complacency on the Job,”, October 17, 2005 6. Kids Health - 7. Edward de Bono & Robert Heller, Complacency in Business: How smugness and complacency in business can lead to financial crises, Thinking Managers, July 7, 2006 8. Titanic - 9. Timothy Karcher, The Victory Disease, US Army Professional Writing Collection: July-August 2003 10. Miracle on Ice - on Ice 11. Kevin Allen, College kids perform Olympic miracle, ESPN Classic Reprint, 1997 12. NY State DCS, Office of Public Information, Commissioner: Staff complacency contributed to escape from Elmira prison, March 19, 2004, 13. Jason Espy, Officers’ Complacency May Draw Prosecution, The Summerville News, December 19, 2008 14. Stan Czerniak, Continuous Improvement in Prison Security, Corrections Today, October 2001 15. Campbell's Favorite Recipes 16. Suzanne Turner, Team Leaders In-service 2000,The Attitude Virus: Curing Negativity in the Workplace, Training Academy Lesson Plan

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