complacency

Complacency is a state of self-satisfaction with one’s situation or achievements, often accompanied by a lack of awareness of potential hazards, deficiencies, or the need for change. While related to contentment or satisfaction, complacency carries a negative connotation when it dampens vigilance or undermines performance.

The term derives from Latin complacere, meaning “to please completely,” and entered English via Old French. In contemporary usage, complacency can refer to self-directed, group-directed, or organizational attitudes that create a false sense of security or stagnation.

Causes of complacency include cognitive biases such as status quo bias and overconfidence, past success that reduces perceived risk, fear of change, and cultural norms that discourage dissent. It can arise in personal life, workplaces, and institutions, and is especially consequential in safety-critical domains such as aviation, healthcare, manufacturing, and emergency response, as well as in politics and strategic planning.

Effects include reduced vigilance, slower adaptation to new information, poorer decision making, and greater vulnerability to shocks. Countermeasures emphasize continuous learning and accountability: fostering critical feedback and dissent, regular audits and independent reviews, red-teaming or scenario planning, and external oversight. Cultures that encourage early reporting of problems and regular skill-refreshing activities help mitigate complacency.

Complacency is often discussed in relation to vigilance, adaptability, and risk management, and it is contrasted with ongoing improvement and proactive monitoring in psychological, sociological, and organizational contexts.