Prior to the December 7, 1941, Japanese attack on Pearl Harbor and America’s involvement in World War II, there was a general feeling in our country that the war in Europe and Asia was not an American problem. This attitude was also prevalent with many members of the U.S. military.
In Dwight D. Eisenhower’s book, Crusade in Europe, he wrote, “The greatest obstacle was psychological – complacency still persisted! Even the fall of France in May of 1940 failed to awaken us – and by ‘us’ I mean many professional soldiers as well as others – to a full realization of the danger.”
The Merriam-Webster Online Dictionary defines complacency as, “a calm sense of well-being and security : the quality or state of being satisfied.”
In the jurisdiction where I worked, a third party provided paramedic and ambulance service. More than one time, their chief said, “The only mass casualty incident we’ll have here is a bus full of blue haired old ladies going to the casinos.” Complacency.
The department I retired from is classified as a combination organization of both paid and volunteer firefighters. Although there are only a small number of volunteers left. However, at one time there were quite a few. One evening I observed two volunteer chief officers responding to a motor vehicle accident and they left their gear on the bay floor. Complacency.
When I was promoted to battalion chief, I inherited a couple of individuals who did not feel they needed to wear their gear to automatic fire alarms. Complacency. I will add that it did not take long for them to find out that I did not tolerate that attitude and behavior.
Complacency is a pervasive cancer in individuals and organizations. It is a smug attitude of “it can’t happen here; it can’t happen to me.”
Leaders have a duty and responsibility to get rid of complacency in their organizations. How? Have the courage to stand for what is right. Have the courage to hold people accountable for their actions. Have the courage to enforce rules, regulations, and standard operating procedures. It begins with leadership.
How about you? Are you complacent? Are the people in your organization complacent? If the answer to those questions is yes, then it is time to have the courage to change and flush complacency down the drain.
