Creeping normality, also known as the boiling frog syndrome or the boiling frog metaphor, refers to the gradual acceptance or normalization of increasingly adverse or undesirable conditions, behaviors, or changes over time, often without immediate awareness or alarm. The term originates from the anecdotal belief that a frog placed in cold water that is gradually heated will not perceive the danger and will remain in the water until it is boiled alive.
Creeping normality can manifest in various domains, including social, environmental, political, and organizational contexts, and understanding its principles is essential for recognizing and addressing systemic issues and preventing negative outcomes.
Incremental Change: Creeping normality involves incremental changes or shifts that occur gradually over time, making it difficult for individuals to perceive the cumulative impact or recognize the significance of each individual change.
Normalization Bias: As adverse conditions or changes become increasingly familiar or commonplace, individuals may develop a normalization bias, perceiving them as less abnormal or alarming than they actually are, leading to complacency or inaction.
Threshold Effects: Creeping normality often involves crossing threshold effects, where a series of small changes culminate in a significant or irreversible outcome, such as environmental degradation, social unrest, or organizational decline.
Methodologies and Approaches
Studying creeping normality requires adopting methodologies and approaches that elucidate its underlying mechanisms and effects across different contexts.
Longitudinal Studies
Longitudinal studies track changes and trends over extended periods to observe the gradual progression of creeping normality effects and identify tipping points or threshold effects where adverse conditions become more pronounced or irreversible.
Social Psychology Experiments
Social psychology experiments, such as conformity studies and bystander intervention experiments, can elucidate the psychological mechanisms underlying creeping normality, including social influence, diffusion of responsibility, and cognitive dissonance.
Systems Thinking
Systems thinking approaches, such as causal loop diagrams and system dynamics modeling, help visualize and analyze complex feedback loops and interdependencies that contribute to creeping normality phenomena in social, environmental, and organizational systems.
Benefits of Understanding Creeping Normality
Recognizing and addressing creeping normality offers several benefits for individuals, organizations, and society as a whole.
Early Detection of Problems: Understanding the signs and symptoms of creeping normality allows individuals and organizations to detect and address adverse conditions or changes before they escalate into more serious or irreversible problems.
Preventative Action: By proactively monitoring trends and indicators associated with creeping normality, individuals and organizations can take preventative action to mitigate risks, enhance resilience, and promote positive change.
Enhanced Decision-Making: Awareness of creeping normality encourages more vigilant and critical decision-making, where individuals consider the long-term implications and systemic effects of their actions or inaction.
Promotion of Resilience: Addressing creeping normality fosters resilience at individual, organizational, and societal levels, enabling adaptive responses to changing conditions, disruptions, and challenges.
Challenges in Addressing Creeping Normality
Despite its benefits, addressing creeping normality presents several challenges and complexities.
Perceptual Bias: Individuals may underestimate or downplay the significance of creeping normality effects due to perceptual biases, such as anchoring bias or the illusion of control, leading to delayed recognition and response.
Structural Inertia: Organizations and institutions may exhibit structural inertia or resistance to change, making it challenging to address entrenched patterns of creeping normality and implement corrective actions effectively.
Complexity and Interdependence: Creeping normality phenomena are often complex and multifaceted, involving multiple interdependent factors and feedback loops, which can complicate efforts to understand and address underlying causes.
Strategies for Mitigating Creeping Normality
To mitigate the effects of creeping normality, individuals and organizations can adopt several strategies and best practices.
Vigilant Monitoring: Maintain vigilance and regularly monitor trends, indicators, and feedback mechanisms associated with creeping normality, using early warning systems and trend analysis to detect emerging issues.
Cultural Awareness: Foster a culture of awareness, transparency, and accountability that encourages individuals to speak up about concerning trends or conditions and challenge normalization biases within organizations and society.
Systems Thinking: Apply systems thinking approaches to analyze the systemic drivers and feedback loops that contribute to creeping normality, identifying leverage points for intervention and systemic change.
Adaptive Governance: Implement adaptive governance structures and decision-making processes that are responsive to changing conditions, uncertainties, and complexities associated with creeping normality phenomena.
Real-World Examples
Creeping normality phenomena manifest in various real-world contexts, with far-reaching implications for individuals, organizations, and society.
Environmental Degradation: Slowly deteriorating environmental conditions, such as deforestation, pollution, and climate change, may be overlooked or normalized over time, leading to irreversible ecological damage and loss of biodiversity.
Organizational Decline: In business and organizational contexts, creeping normality can manifest as declining performance, outdated practices, or cultural inertia, eroding competitiveness and resilience over time.
Social Inequality: Persistent social inequalities and injustices, such as poverty, discrimination, and marginalization, may become normalized within societies, perpetuating systemic injustices and hindering efforts to achieve social justice and equity.
Conclusion
Creeping normality is a pervasive phenomenon characterized by the gradual acceptance or normalization of adverse conditions or changes over time. By understanding its principles, mechanisms, and implications, individuals and organizations can recognize the signs of creeping normality, take proactive measures to address emerging issues, and promote resilience and positive change. While addressing creeping normality presents challenges and complexities, its study offers valuable insights into the dynamics of social, environmental, and organizational systems, informing efforts to build more adaptive, sustainable, and equitable societies. By adopting strategies for mitigating creeping normality and fostering a culture of awareness and accountability, individuals and organizations can navigate the complexities of modern life more effectively, promoting well-being, resilience, and positive societal transformation.
Convergent thinking occurs when the solution to a problem can be found by applying established rules and logical reasoning. Whereas divergent thinking is an unstructured problem-solving method where participants are encouraged to develop many innovative ideas or solutions to a given problem. Where convergent thinking might work for larger, mature organizations where divergent thinking is more suited for startups and innovative companies.
The concept of cognitive biases was introduced and popularized by the work of Amos Tversky and Daniel Kahneman in 1972. Biases are seen as systematic errors and flaws that make humans deviate from the standards of rationality, thus making us inept at making good decisions under uncertainty.
Second-order thinking is a means of assessing the implications of our decisions by considering future consequences. Second-order thinking is a mental model that considers all future possibilities. It encourages individuals to think outside of the box so that they can prepare for every and eventuality. It also discourages the tendency for individuals to default to the most obvious choice.
Lateral thinking is a business strategy that involves approaching a problem from a different direction. The strategy attempts to remove traditionally formulaic and routine approaches to problem-solving by advocating creative thinking, therefore finding unconventional ways to solve a known problem. This sort of non-linear approach to problem-solving, can at times, create a big impact.
Bounded rationality is a concept attributed to Herbert Simon, an economist and political scientist interested in decision-making and how we make decisions in the real world. In fact, he believed that rather than optimizing (which was the mainstream view in the past decades) humans follow what he called satisficing.
The Dunning-Kruger effect describes a cognitive bias where people with low ability in a task overestimate their ability to perform that task well. Consumers or businesses that do not possess the requisite knowledge make bad decisions. What’s more, knowledge gaps prevent the person or business from seeing their mistakes.
Occam’s Razor states that one should not increase (beyond reason) the number of entities required to explain anything. All things being equal, the simplest solution is often the best one. The principle is attributed to 14th-century English theologian William of Ockham.
The Lindy Effect is a theory about the ageing of non-perishable things, like technology or ideas. Popularized by author Nicholas Nassim Taleb, the Lindy Effect states that non-perishable things like technology age – linearly – in reverse. Therefore, the older an idea or a technology, the same will be its life expectancy.
Antifragility was first coined as a term by author, and options trader Nassim Nicholas Taleb. Antifragility is a characteristic of systems that thrive as a result of stressors, volatility, and randomness. Therefore, Antifragile is the opposite of fragile. Where a fragile thing breaks up to volatility; a robust thing resists volatility. An antifragile thing gets stronger from volatility (provided the level of stressors and randomness doesn’t pass a certain threshold).
Systems thinking is a holistic means of investigating the factors and interactions that could contribute to a potential outcome. It is about thinking non-linearly, and understanding the second-order consequences of actions and input into the system.
Vertical thinking, on the other hand, is a problem-solving approach that favors a selective, analytical, structured, and sequential mindset. The focus of vertical thinking is to arrive at a reasoned, defined solution.
Maslow’s Hammer, otherwise known as the law of the instrument or the Einstellung effect, is a cognitive bias causing an over-reliance on a familiar tool. This can be expressed as the tendency to overuse a known tool (perhaps a hammer) to solve issues that might require a different tool. This problem is persistent in the business world where perhaps known tools or frameworks might be used in the wrong context (like business plans used as planning tools instead of only investors’ pitches).
The Peter Principle was first described by Canadian sociologist Lawrence J. Peter in his 1969 book The Peter Principle. The Peter Principle states that people are continually promoted within an organization until they reach their level of incompetence.
The straw man fallacy describes an argument that misrepresents an opponent’s stance to make rebuttal more convenient. The straw man fallacy is a type of informal logical fallacy, defined as a flaw in the structure of an argument that renders it invalid.
The Streisand Effect is a paradoxical phenomenon where the act of suppressing information to reduce visibility causes it to become more visible. In 2003, Streisand attempted to suppress aerial photographs of her Californian home by suing photographer Kenneth Adelman for an invasion of privacy. Adelman, who Streisand assumed was paparazzi, was instead taking photographs to document and study coastal erosion. In her quest for more privacy, Streisand’s efforts had the opposite effect.
As highlighted by German psychologist Gerd Gigerenzer in the paper “Heuristic Decision Making,” the term heuristic is of Greek origin, meaning “serving to find out or discover.” More precisely, a heuristic is a fast and accurate way to make decisions in the real world, which is driven by uncertainty.
The recognition heuristic is a psychological model of judgment and decision making. It is part of a suite of simple and economical heuristics proposed by psychologists Daniel Goldstein and Gerd Gigerenzer. The recognition heuristic argues that inferences are made about an object based on whether it is recognized or not.
The representativeness heuristic was first described by psychologists Daniel Kahneman and Amos Tversky. The representativeness heuristic judges the probability of an event according to the degree to which that event resembles a broader class. When queried, most will choose the first option because the description of John matches the stereotype we may hold for an archaeologist.
The take-the-best heuristic is a decision-making shortcut that helps an individual choose between several alternatives. The take-the-best (TTB) heuristic decides between two or more alternatives based on a single good attribute, otherwise known as a cue. In the process, less desirable attributes are ignored.
The bundling bias is a cognitive bias in e-commerce where a consumer tends not to use all of the products bought as a group, or bundle. Bundling occurs when individual products or services are sold together as a bundle. Common examples are tickets and experiences. The bundling bias dictates that consumers are less likely to use each item in the bundle. This means that the value of the bundle and indeed the value of each item in the bundle is decreased.
The Barnum Effect is a cognitive bias where individuals believe that generic information – which applies to most people – is specifically tailored for themselves.
First-principles thinking – sometimes called reasoning from first principles – is used to reverse-engineer complex problems and encourage creativity. It involves breaking down problems into basic elements and reassembling them from the ground up. Elon Musk is among the strongest proponents of this way of thinking.
The ladder of inference is a conscious or subconscious thinking process where an individual moves from a fact to a decision or action. The ladder of inference was created by academic Chris Argyris to illustrate how people form and then use mental models to make decisions.
Goodhart’s Law is named after British monetary policy theorist and economist Charles Goodhart. Speaking at a conference in Sydney in 1975, Goodhart said that “any observed statistical regularity will tend to collapse once pressure is placed upon it for control purposes.” Goodhart’s Law states that when a measure becomes a target, it ceases to be a good measure.
The Six Thinking Hats model was created by psychologist Edward de Bono in 1986, who noted that personality type was a key driver of how people approached problem-solving. For example, optimists view situations differently from pessimists. Analytical individuals may generate ideas that a more emotional person would not, and vice versa.
The Mandela effect is a phenomenon where a large group of people remembers an event differently from how it occurred. The Mandela effect was first described in relation to Fiona Broome, who believed that former South African President Nelson Mandela died in prison during the 1980s. While Mandela was released from prison in 1990 and died 23 years later, Broome remembered news coverage of his death in prison and even a speech from his widow. Of course, neither event occurred in reality. But Broome was later to discover that she was not the only one with the same recollection of events.
The bandwagon effect tells us that the more a belief or idea has been adopted by more people within a group, the more the individual adoption of that idea might increase within the same group. This is the psychological effect that leads to herd mentality. What in marketing can be associated with social proof.
Moore’s law states that the number of transistors on a microchip doubles approximately every two years. This observation was made by Intel co-founder Gordon Moore in 1965 and it become a guiding principle for the semiconductor industry and has had far-reaching implications for technology as a whole.
Disruptive innovation as a term was first described by Clayton M. Christensen, an American academic and business consultant whom The Economist called “the most influential management thinker of his time.” Disruptive innovation describes the process by which a product or service takes hold at the bottom of a market and eventually displaces established competitors, products, firms, or alliances.
Value migration was first described by author Adrian Slywotzky in his 1996 book Value Migration – How to Think Several Moves Ahead of the Competition. Value migration is the transferal of value-creating forces from outdated business models to something better able to satisfy consumer demands.
The bye-now effect describes the tendency for consumers to think of the word “buy” when they read the word “bye”. In a study that tracked diners at a name-your-own-price restaurant, each diner was asked to read one of two phrases before ordering their meal. The first phrase, “so long”, resulted in diners paying an average of $32 per meal. But when diners recited the phrase “bye bye” before ordering, the average price per meal rose to $45.
Groupthink occurs when well-intentioned individuals make non-optimal or irrational decisions based on a belief that dissent is impossible or on a motivation to conform. Groupthink occurs when members of a group reach a consensus without critical reasoning or evaluation of the alternatives and their consequences.
A stereotype is a fixed and over-generalized belief about a particular group or class of people. These beliefs are based on the false assumption that certain characteristics are common to every individual residing in that group. Many stereotypes have a long and sometimes controversial history and are a direct consequence of various political, social, or economic events. Stereotyping is the process of making assumptions about a person or group of people based on various attributes, including gender, race, religion, or physical traits.
Murphy’s Law states that if anything can go wrong, it will go wrong. Murphy’s Law was named after aerospace engineer Edward A. Murphy. During his time working at Edwards Air Force Base in 1949, Murphy cursed a technician who had improperly wired an electrical component and said, “If there is any way to do it wrong, he’ll find it.”
The law of unintended consequences was first mentioned by British philosopher John Locke when writing to parliament about the unintended effects of interest rate rises. However, it was popularized in 1936 by American sociologist Robert K. Merton who looked at unexpected, unanticipated, and unintended consequences and their impact on society.
Fundamental attribution error is a bias people display when judging the behavior of others. The tendency is to over-emphasize personal characteristics and under-emphasize environmental and situational factors.
Outcome bias describes a tendency to evaluate a decision based on its outcome and not on the process by which the decision was reached. In other words, the quality of a decision is only determined once the outcome is known. Outcome bias occurs when a decision is based on the outcome of previous events without regard for how those events developed.
Hindsight bias is the tendency for people to perceive past events as more predictable than they actually were. The result of a presidential election, for example, seems more obvious when the winner is announced. The same can also be said for the avid sports fan who predicted the correct outcome of a match regardless of whether their team won or lost. Hindsight bias, therefore, is the tendency for an individual to convince themselves that they accurately predicted an event before it happened.
Gennaro is the creator of FourWeekMBA, which reached about four million business people, comprising C-level executives, investors, analysts, product managers, and aspiring digital entrepreneurs in 2022 alone | He is also Director of Sales for a high-tech scaleup in the AI Industry | In 2012, Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy.
