It is possible to define an organization's culture in terms of its dominant behavioral practices and their molar consequences, from the shop floor to the executive suite (Redmon & Mason, 2001). Dysfunctional and potentially deadly practices (for the organization as a whole) can be "latent." They often go undetected until their dramatic consequences are overtly manifest. For example, leadership of Alaska Airlines appeared to have had no idea how dangerous their aircraft maintenance practices were prior to the notorious crash of Alaska Airlines' Flight 261 (Mawhinney, 2007, National Transportation Safety Board, 2002) in which 88 people perished. Similarly, the leadership of Barings Bank either had no idea that their high performing trader in Singapore, Nick Leeson, was about to kill the company until the deed was done (Leeson, 1996). This was in spite of the fact that some of the managers above Leeson were believed to have poorly fulfilled their responsibilities to limit the bank's financial risks (Lesson, 1996). The concepts of latent dysfunctional and latent deadly practices are developed in ways that can guide behavior systems analysts interested in identifying and replacing such practices with functional practices.