By Julius DeSilva
Have you ever walked down the stairs with your hands full—coffee in one hand, phone in the other—fully aware that if you slipped, there would be nothing to break your fall?
You knew the risk. You even pictured the potential consequence. Yet you did it, anyway.
Why?
This simple act, seemingly trivial, reveals something profound about human behavior: our natural inclination toward shortcuts, even when we’re aware of the dangers. In daily life, this tendency can result in a bruised shin or a shattered phone. But in the realm of management systems, especially quality management, the consequences can be far more significant.
The psychology of shortcuts
From an evolutionary standpoint, humans are wired to conserve energy. We instinctively seek the path of least resistance. This behavior, often subconscious, shows up everywhere, from how we walk to a destination (desire paths), to how we follow procedures at work.
Shortcuts are not inherently bad. In fact, innovation often arises from finding better, more efficient ways to get things done. The danger lies in taking shortcuts that compromise integrity, safety, or quality.
When we perceive a task as routine or believe we can control the outcome, we justify cutting corners. We weigh the risk against the time saved—and too often, we undervalue the potential fallout.
Shortcuts in quality management: a quiet threat
In quality management systems, shortcuts can manifest in various ways:
- Skipping procedural checks because “we’ve done this a thousand times.”
- Bypassing documentation in the interest of speed.
- Forgoing internal audits because “everything’s running fine.”
- Rushing corrective actions to close findings quickly rather than fix root causes.
These behaviors often stem from pressure in the form of time constraints, performance targets, or resource limitations. Sometimes they stem from overconfidence. Either way, they erode the foundation of the management system.
Quality management systems, like ISO 9001, are designed not just to meet requirements, but to embed discipline, consistency, and accountability. When shortcuts become the norm, the system becomes hollow—existing only on paper, not in practice.
Why do we keep doing it?
- Cognitive bias. We often believe that “nothing will go wrong,” especially if past shortcuts didn’t lead to immediate problems.
- Cultural cues. If leadership models shortcut behavior—or silently accepts it—it becomes ingrained in the organizational culture.
- Reward systems. When speed is rewarded over diligence, employees learn that shortcuts bring praise, not problems.
From awareness to action: building shortcut-resistant systems
Recognizing the tendency to take shortcuts isn’t enough. Organizations must build safeguards against it. Here are some ideas about how to do so:
- Design processes that anticipate and eliminate the temptation to shortcut. Mistake proof it!
- Foster a culture where conformity/compliance is valued as much as performance.
- Empower employees to speak up when procedures are bypassed.
- Regularly revisit procedures to ensure they remain relevant, lean, and user-friendly.
- Lead by example—when leaders follow procedures meticulously, others follow suit.
The real shortcut to success
Here’s the irony: the fastest route to long-term success isn’t the shortcut. It’s the one built on consistency, discipline, and integrity.
I’ve seen it too many times—organizations that cut corners under pressure convince themselves it’s “just this once.” But once becomes habit, and habits become culture. Eventually, the system breaks, not with a loud crash, but a quiet unraveling. Customer complaints rise. Trust erodes. Audits sting. Morale dips. And leadership wonders where it all went wrong.
Shortcuts may save time today, but they borrow risk from tomorrow. So, the next time you’re about to skip a step, ask yourself: Are you solving a problem, or creating a bigger one later?
In quality management, and in life, your systems are only as strong as what you’re willing to uphold when no one’s watching. Take the time. Follow the process. Earn the results.
About the author
Julius DeSilva is the CEO of Quality Management International Inc. A former merchant marine officer, he has assisted organizations of varied sizes across a wide spectrum of industries implement process-based management systems conforming to ISO and other standards. He is well versed in the following standards: maritime safety/security, aerospace, environmental, supply chain security, and quality. He teaches, consults, and audits in these disciplines, including process improvement and leadership-related topics. DeSilva received his MBA from the Darden School of Business, University of Virginia. He is an Exemplar Global certified lead auditor to various ISO Standard including ISO 9001 and is an Associate Fellow of the Nautical Institute.