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JUST PLANE CULTURE


aim. This is zero-tolerance at work; complacency is il- luminated because it simply won’t be tolerated. No brain matter is required, thinking is not required, merely shoot the person who touched it last. Zero is an absolute. Zero-tolerance policies are upper management’s message to everyone that we don’t trust you to do any thinking so we will do it for you. Crash a train and you’re fi red, get a paper cut and you’re fi red. Wait a minute, that’s ridiculous. Hey, zero is zero, remember? If we allow paper cuts, what else will be on the allowed list? If zero isn’t zero anymore, then what is it? Now everyone is confused.


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Complacency occurs when we step back and relish our accomplishments, but we shouldn’t lose focus of what got us there and rest on our laurels too long. BP was celebrating six months of achieving its goal of zero quality escapes when it incurred the largest oil disaster in American history. Surprisingly, the celebration was on the platform that exploded. No executives were injured in the blast although several employees were killed. Aiming for zero quality escapes and zero accidents is a noble goal but it also has a tendency to promote what you are trying to prevent. Zero is also a fl eeting accomplishment and not sustainable. When touched upon, it is time for celebration but with the reality that it is temporary. Trying to sustain that level is distressing; however, letting up is not an option. I’ll age myself with this analogy but you have to wind a clock every day to maintain the time; if you don’t wind it enough, it loses momentum during the day and doesn’t keep accurate time. Wind it too tight and it breaks. Seeking zero as a goal is winding things too tight.


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WHAT’S WRONG WITH CHASING ZERO?


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Zero sounds like a logical target. There was even a bestselling business book call “Zero Defects” some years ago. Unfor- tunately, zero accidents and zero qual- ity escapes set up what is referred to as binary thinking. You are either perfect or a failure. Upper management message of “zero accidents” or “zero defects” or “zero tolerance” sends a mixed message because they are just words without substance and actually exacerbate what they purport to denounce. The pursuit of zero sets an admirable but unachievable goal. Manage- ment 101 teaches that setting unachiev- able goals frustrates the workforce and reduces productivity. With a zero mentality, anything less than zero is a failure, so why put forth extra or any eff ort when failure is inevitable?


The argument will no doubt come up that if I am not pro “zero accidents,” “zero defects” and “zero tolerance,” then my goal is to plan for accidents and defects to occur and I’m tolerant of all aberrant behavior. This is thought-limiting mentality and binary thinking in action again; life is not black and white and just


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