A Tragic Lesson in Leadership and Organizational Culture
On March 28 this year, Thai people faced a dual crisis: the strongest earthquake in the country’s modern history and the collapse of the State Audit Office building. The 30-floor structure, still under construction, was reduced to rubble in just eight seconds. Over 90 lives were lost, marking a tragic event that raised serious questions about the safety and oversight of major public projects.
The investigation into the cause of the tragedy revealed disturbing issues. How could such a significant project pass through all the stages of auditing, approval, and contractor responsibility? This incident highlights a critical flaw in the system, which may be rooted in the leadership style prevalent in many organizations.
The Passive Leadership Style
In my opinion, such a breakdown can occur in any society or organization if the leader does not fully commit to guiding members in the right practices. A common issue is the “passive” style of administration and leadership. In this approach, leaders tend to enforce rules without fostering a sense of responsibility among their teams. Employees in such environments often prioritize personal security over their true responsibilities, leading to a culture of compliance rather than accountability.
This behavior reflects a mindset where individuals follow procedures strictly to avoid conflict and rely on others for decision-making. While this might seem safe, it creates an environment where mistakes go unchecked because no one is looking closely at actions. People who adopt this passive style can thrive within the organization without facing any real consequences.
The Broken Windows Theory
When this kind of behavior becomes widespread, it leads to what social scientists James Wilson and George Kelling described as “broken windows.” Their 1982 article suggested that an unrepaired broken window signals neglect, leading to further damage. In an organizational context, ignoring improper procedures, corruption, or harassment can lead to severe consequences.
To prevent this, the culture of a business or organization plays a crucial role. Culture refers to the way things are done within the organization. For example, consider food courts where some require customers to return plates while others do not. Promoting self-collection not only saves costs but also teaches valuable traits like discipline and empathy.
A Japanese Example of Discipline
I once observed a Japanese factory canteen where customers had to clean their own tables using a provided towel. No signs instructed them to do so, yet everyone complied. This simple act communicated expectations of accountability, discipline, and consideration for others.
Little actions can send powerful messages. When an organization consistently enforces these values, it sets a clear standard for behavior.
Making Values Stick
Beyond promoting the right corporate culture, role modeling is essential. Leaders must align their actions with stated values. If they don’t, confusion arises because people typically follow actions more than words.
Dr. Prasarn Trairatvorakul, former governor of the Bank of Thailand, emphasized this point. He introduced core values such as being principled, having foresight, and acting down-to-earth. These values continue to guide the central bank today.
Creating a Habit of Good Behavior
Finally, making the right behavior a habit is crucial. If leaders create the right atmosphere, employees feel comfortable practicing good behavior, which eventually becomes the norm.
By combining the right set of core values, consistent role modeling from leaders, and an appropriate environment, an organization or society can ensure that the rule of law remains strong and effective.
Sorayuth Vathanavisuth, PhD, is Principal at the Center for Southeast Asia Leadership. His areas of interest are executive coaching, leadership development, and succession planning. He can be reached at sorayuth@sealeadership.com.
