Some time ago, I read a theory called “broken windows”, proposed by criminologists James Q. Wilson and George L. Kelling in the 1980s.
The central idea is simple but powerful: if a broken window in a building is not repaired, more windows will soon be broken. Not because some people are “window-breakers” and others “law-abiding,” but because disorder sends a signal that no one cares, which makes more people act without considering the rules.
A frequently cited experiment is by Philip Zimbardo in 1969. Zimbardo left two cars abandoned: one in the Bronx, an urban neighborhood with high levels of poverty and neglect at the time, and another in Palo Alto, a quiet, upper-middle-class city with a strong sense of ownership and community care.
In the Bronx, the car was vandalized within minutes, as if everyone passing by had been waiting for the chance to do it.
In Palo Alto, the same type of car seemed almost untouchable, remaining intact for days… until someone decided to break the window on purpose. Within a few hours, the car suffered the same fate as the one in the Bronx: others started vandalizing it, removing parts, and destroying it. As if an invisible signal had been released.
Anti-social behavior exploded precisely where neglect seemed acceptable, showing how powerful the signals we send can be, even unintentionally.
Applied to companies and their internal processes, the lesson is clear: following rules and processes matters. But here is a detail that made me reflect: often, the leaders themselves can be the ones “breaking the window”. When a leader skips a process, it’s not done in secret; others observe and perceive it as acceptable. This generates disorder, confusion, and, over time, erodes the culture of compliance.
My reasoning, and the reflection I want to share, is that the strength of an organization does not depend solely on having well-defined processes, but on being consistent in following them, starting with those who lead. When processes are respected, even small details maintain order and help prevent larger problems.
In short: if we want stronger organizations, our first job is to not break the windows, even small ones. Respect for processes starts with ourselves.
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