In 1982, an article in The Atlantic Monthly introduced a theory that would go on to reshape modern crime prevention. Known as the Broken Windows Theory, it proposed a bold idea: that small signs of neglect—like a single shattered window—can invite much larger problems if left unaddressed. In the decades since, this theory has guided policing strategies, urban renewal projects, and now, increasingly, workplace policy.
The theory’s core premise is this: disorder invites more disorder. And while it originated in discussions about street crime and urban decay, its implications stretch far beyond city streets. The same principle holds true within the walls of our workplaces, where minor, unchecked infractions often evolve into major threats—eroding safety, culture, and trust.
Psychologist Philip Zimbardo—best known for the Stanford Prison Experiment—put the broken windows theory to the test in a compelling real-world study. He parked two identical vehicles in two drastically different neighborhoods: one was a high-crime area; the other, an affluent suburb.
The results were stark. In the high-crime neighborhood, vandals descended on the car within ten minutes. It was stripped bare and vandalized within a day. The car in the affluent neighborhood? It sat untouched for over a week—until Zimbardo himself smashed one of its windows. Within hours, passersby joined in. The car was flipped, destroyed, and rendered unrecognizable.
The conclusion was clear: people will respond to their environment. When they perceive that no one cares—or no one is watching—they act accordingly.
While the original application of the broken windows theory focused on crime prevention, the workplace is no different in practice. The underlying psychology remains the same.
Think about the subtle signs of disorder in a professional setting:
- A safety violation ignored.
- A manager overlooking chronic lateness.
- A whispered complaint about harassment that goes nowhere.
- Theft of time, inventory, supplies, or data met with silence.
Each is a broken window.
And each one signals to employees that misbehaviour is tolerated—or worse, invisible. Over time, this perception becomes the culture. A favourite expression of mine is “What you accept becomes acceptable.” People stop reporting what’s wrong. What begins as one overlooked infraction can quickly become the norm. Others follow suit, corners get cut, and soon the culture shifts. Morale erodes. Trust falters. And a workplace that once felt focused and principled quietly drifts into complacency—until dysfunction no longer feels like the exception, but the expectation.
Human behaviour is deeply influenced by our surroundings. Just as a clean subway car tends to stay clean while a graffiti-tagged one invites further vandalism, a well-run workplace inspires professionalism—while a poorly managed one enables misconduct.
This phenomenon isn’t limited to bad actors. In fact, some of the most troubling behavioral shifts occur among people who would normally follow the rules. In an environment where disregard is normalized, they begin to disengage, cut corners, or even participate in unethical conduct because “everyone else is doing it.”
Consider the example of freeway speeding. Many otherwise responsible drivers exceed the speed limit because it has become widely accepted and rarely enforced. The justification is that “everyone else is doing it.” The same applies in workplaces where policy violations are consistently overlooked. Once standards fall, they rarely stop falling.
Even small issues, like a broken window, signals it’s time to intervene. Delay only increases the risk. If left unaddressed, these issues can quickly escalate into larger risks, including:
- increased liability
- erosion of accountability
- loss of talent
- security risks
- workplace violence
The good news? The same principle that fuels breakdown can also drive improvement.
A well-maintained workplace with clear expectations, consistent enforcement, and visible leadership sends a powerful message: we care. This kind of culture encourages employees to rise to the occasion, look out for each other, and take pride in their environment.
Here are practical steps to applying the theory in the workplace:
- establish zero tolerance—then follow through
- encourage reporting without fear anonymously or through a tips hotline
- audit your environment regularly as part of a cultural shift
- recognize and reward positive behaviour, and address and eradicate poor behaviour.
Whether you’re running a retail shop, a manufacturing floor, a hospital, or a remote tech team, the lesson is the same: take care of the small things before they become unmanageable. Because once the fires start, it doesn’t take long before it’s out of control. Then you’re not just dealing with a crack—you’re rebuilding from the ground up.
In the end, the strength of any workplace lies in what it tolerates… and what it refuses to ignore.
