Organizational slowdown, according to Lawson's definition, is that "cushion of actual or potential resources that allows an organization to successfully adapt to internal pressures for 'adaptation or even to external pressures for policy change". to initiate changes in strategy with respect to external environments". As efficiency has been considered a primary principle in the business world for the past twenty years, this weak and necessary resource, important for the future in terms of flexibility, innovation and learning, has been eliminated. These resources or undermining, however, are often essential to the survival of businesses that provide value. Therefore, let us examine the meaning of this organizational slowdown and find out how it can be adopted and maintained in a company through the example of the Toyota Principle. To understand the importance of organizational slowdown, we can take a look at what results we can achieve. without them, why we need them and how to keep them in a company. First, what happens when games are deleted? Nuclear- and healthcare-related disasters are good examples. The Three Mile Island nuclear power plant accident in 1979 was the result of not taking the time to use the available knowledge needed to avoid it. The nuclear accident in Takaimura, Japan, in 1999 was caused by shortcuts in training and safety activities in response to pressures to increase production of uranium fuel. In healthcare, large numbers of Americans die each year from drugs that were approved by the FDA faster and in greater numbers. If efforts had been made to define timeframes and procedures for these cases, they would have been prevented. Secondly, why do we need some flexibility? We know that organizations need to develop strategic flexibility, a company's ability to act or respond quickly to changing competitive conditions and secure a competitive advantage. The conditions of some organizations further strain this ability without the cushion. For example, some technologies involve systems with such interactive complexity that they cannot be fully predicted or controlled. High-trust organizations dealing with dangerous technologies need leeway to adopt the tools that keep them safe even with costly redundancies, time and other resources. Medical systems respond to pressures for efficiency by ignoring the fact that they need more time and care to minimize medical incidents.