Broken Windows, Broken Business: How the Smallest Remedies Reap the Biggest Rewards (Paperback)

According to Wilson and Kelling, "social psychologists and police officers tend to agree that if a window in a building is broken and left unrepaired, all the rest of the windows will soon be broken." Why? Levine: "Because the message being sent out by [something seemingly as insignificant as a] broken window -- the perception it invites -- is that the owner of this building and the people of the community around it don't care if the window is broken. They have given up and anarchy reigns here. Do as you will, because nobody cares."

Throughout his riveting narrative, Levine cites hundreds of workplace situations which send "signals that no one is watching." At least not consciously, perhaps, but many of them are absorbed and retained in the subconscious mind.

As I was well into reading this book, I thought about the only local car wash which my wife and I patronize. The pricing is competitive. What differentiates it from its competition? Those who work there are friendly, the interior and exterior waiting areas are impeccably clean as well as well-lit, and most important of all, each of our cars is always thoroughly cleaned inside and out. One final point, just before the attendant waves her or his towel, the side windows are rolled down an inch or two so that no water line is left. An insignificant detail? Not to us. We also patronize the same local dry cleaner. Friendly people, competitive prices, pleasant public area, etc. What's the difference? No wrinkles (ever) on shirts and blouses pressed. Seams on pressed pants and trousers are also pressed to perfection. Always. Broken buttons replaced. Every one of them. No need to point out stains. They see them and remove them. Always. These are two personal examples, I realize. Hardly definitive or even representative of their respective industries. That's the point.

All organizations have "broken windows" in one form or another. They are inevitable. Levine's key point is that organizations whose culture demands perfection in all operations and cordiality in all relationships will (a) minimize the number of their "broken windows" and (b) immediately repair those few which occur. No litter on the grounds. No dead plants in the lobby. No dimly-lit rooms. Most important of all, no toxic or incompetent people on the payroll.

Almost everything Levine recommends should require little (if any) expenditure of hours or dollars. All else being equal or comparable (quality of product, pricing, convenience, etc.), everything depends on being constantly alert for the aforementioned "signals" and then responding to them in a timely manner. Ignore them or delay the response to them and they will send messages which demoralize workers, offend customers, and discourage those who might otherwise provide new business. Stated enough way, tolerance of "broken windows" will add a substantial total cost which is avoidable. I strongly urge those who read this brief commentary of mine to read Levine's book. Absorb and digest his brilliant analysis of an obvious but generally neglected area of opportunity. Then with your associates, seek out and immediately repair every "broken window" throughout your organization. You can be certain that countless others have already noticed them.

If that fact does not seem important, indifference may well be the largest "broken window" in need of repair.