Thanks Mark Yes this is the model that I used in my Board work. We also use something like this at CSU – I can’t find it at the moment so I have attached the one for Uni of Adelaide. Cheers Hedy Hedy Bryant Acting Manager Diversity and Equity | Division of Human Resources and Program Coordinator Introduction to Leadership for Women Program Certified Professional Facilitator (International Assoc. of Facilitators) Charles Sturt University Panorama Avenue Bathurst, NSW 2795 Australia Tel: +61 2 63384555 Fax: +61 2 63384555 Email: hbryant@csu.edu.au<mailto:name@csu.edu.au> www.csu.edu.au<http://www.csu.edu.au/> I work variable days and will respond to your email within 3 days Twitter<http://twitter.com/charlessturtuni> | Facebook<http://facebook.com/charlessturtuni> | LinkedIn<http://linkedin.com/groups?gid=163050> | YouTube<http://youtube.com/user/CharlesSturtUni> Give Generously – Help students to achieve their goals. You can help Australians to go to University and succeed in their studies by giving to the Charles Sturt University Foundation. To find out more or to make a donation, go to the Foundation www.csu.edu.au/special/foundation<http://www.csu.edu.au/special/foundation> website. Australian donations are tax deductible. From: ICA_Aus_Faculty@yahoogroups.com [mailto:ICA_Aus_Faculty@yahoogroups.com] Sent: Tuesday, 27 October 2015 7:52 AM To: ICA_Aus_Faculty@yahoogroups.com; 'ICA_Aus@yahoogroups.com'; 'Charles Jago'; 'Dialogue ICA' Subject: RE: [ICA_Aus_Faculty] Re: Risk Management Hi Frank & all Frank, thanks for revealing nostalgic music as a legal way to get ‘high’ – will try it out tonight My work has a slightly different take on this – many of my clients in government and not-for-profits work within a broadly consistent frame, although the process varies: A preferred state or a set of preferred actions are analysed for risk by 1) identifying risk and 2) assessing both likeli hood and impact of that risk As a guide to priority effort, these can be plotted in a simple quadrant (there had to be a quadrant!) e.g. likelihood on vertical axis, impact on horizontal axis: High likelihood + Low impact High likelihood + High impact Low impact + Low likelihood High impact + Low likelihood The priority effort needs to be focused on upper right risks – this involves strategies and actions to mitigate the impact and/or to reduce the likelihood of that risk biting Little effort is warranted in lower left, and the others need case-by-case thought (although most will retain some focus on high impact risks, regardless of perceived likelihood) Compared with ToP, there are lots of helpful consistencies e.g.: - generating the preferred state (desired future, practical vision) or initial set of actions or actions to mitigate and avoid risk can be done by focused conversation or workshop (depending on scale and context) - addressing ̵ 6;risk’ requires people to layer down to causal factors (I am avoiding ‘root cause analysis’ here because it has become tainted with controversy) – essentially, to work out what is driving what (what begets what) because if we target risk mitigation & avoidance actions further down the chain of causality, we have can have an effect on multiple identified risks – we sap the strength from ‘below’ - not much different from the approach commonly taken for contradictions (underlying obstacles, underlying reality) - in explaining this to participants beforehand, I like to have a conversation about road safety, work safety or health to illustrate how a range of factors for both avoidance of likelihood and mitigation of impact might be considered (personal protective equipment is a common one – sometimes we can’t or don’t want to avoid a situation but we can reduce its impact with forethought about having protective apparatus available) - plotting into the quadrant is a case of using ‘given categories’ (often a workshop) – this is a very useful dialogue for participants about the interaction between the nature of their business, the way they do business, and their working context(s) - after this analysis, a set of (targeted) mitigating or avoiding actions is generated (generally a workshop) All of that is consistent with what Charles has said more precisely – I hope it helps Best wishes Mark From: ICA_Aus_Faculty@yahoogroups.com<mailto:ICA_Aus_Faculty@yahoogroups.com> [mailto:ICA_Aus_Faculty@yahoogroups.com] Sent: Tuesday, 27 October 2015 12:08 AM To: ICA_Aus@yahoogroups.com<mailto:ICA_Aus@yahoogroups.com>; Charles Jago; Dialogue ICA; Faculty ToP Subject: [ICA_Aus_Faculty] Re: Risk Management Thanks Charles. The Wikipedia item is useful, too. ________________________________ To: ICA_Aus@yahoogroups.com<mailto:ICA_Aus@yahoogroups.com> From: ICA_Aus@yahoogroups.com<mailto:ICA_Aus@yahoogroups.com> Date: Sun, 25 Oct 2015 23:08:12 +1100 Subject: [ICA_Aus] Re: Risk Management Hi Frank and all My "project management" mostly in information technology projects involved a lot of risk management. It comes down to what could go wrong, so that you have plans in place to deal with eventualities. Also awareness to notice issues before they get out of hand. Some of these are quite basic, such as what happens if there is a flood, power failure, financial crisis or whatever. This is a big deal for pilots, where accidents happen when things aren't under control. Airline risks are usually OK until two or more things go wrong at once, leading to accidents. < p class="MsoNormal" style="background:white;">From my perspective, contradictions focus more on the underlying things, while most risk management is fairly objective. People in risk management do brainstorming and classifying risks, so that could look like an issues workshop. So there is some overlap. Over time, especially with the introduction of ISO 31000, risk management has moved to cover more systemic issues, so this would also feed the overlap with contradictions you have noticed. Wikipedia has good coverage of risk management<https://en.wikipedia.org/wiki/Risk_management>. Cheers Charles ._,_.___ ________________________________ Posted by: frank bremner <fjbremner@hotmail.com<mailto:fjbremner@hotmail.com>> G'day colleagues I'm on a bit of a "high", having been to a concert with Burt Bacharach last night - two hours, no interval, and almost every Bacharach song you could think of - even back to Liberty Valance and 24 Hours from Tulsa. Great backing musicians (about a dozen) and singers (three plus some of the musicians). And at almost half-price, thanks to a group called Lasttix, who promote slow-selling shows. Anyway, down to business. I've been helping a friend doing a TAFE-level course in Man aging Risk. (TAFE = Technical and Further Education > similar to the US community college.) I've not touched "risk" in this context before. Has anyone done so? Risk Management, from the "management" area, seems to overlap with the area we used to call Contradictions. Any reflections? 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