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- When disasters hit, are plans important?
Yes, no and maybe. It depends on what you think “plans” are.
If having documentation in place which prescribes things to do – and looks a bit like the FROM column below – constitutes a “plan” – then NO.
If having arrangements in place which will support you to assess impact, make informed decisions and implement those decisions effectively – and looks a bit like the TO column below – constitutes a “plan” – then YES.
Why did I answer “NO”?
Because we rely on an agile approach to business continuity.
We live under the TO column (in the above Table).
- Mercedes’ fine compounded by loss of trust
Several costs come to mind.
First – and strategically significant – is the loss of trust. The tarnishing of image.
Trust is important when it comes to safety. When the safety risk is imposed by a faulty “safety feature”, then importance is increased exponentially.
Second, sound management is something which ought to be able to be assumed at this level in crucial decisions. Instead we see a glaring example of poor contract management – with contractors failing to use attention-capturing, high/impact language required by the Recall Notice. Indeed, call-centre staff are cited as describing the recall as merely precautionary!
The third compounder is a failure to understand risk management. Especially, risk communication. There are decades of lessons around risk communication which emphasise fundamental principles – such as respect and transparency. Principles which appear to have not informed the approach adopted by Mercedes.
The $12.5m fine may be the least of the costs
- In Decision Making, Context is King
Before identifying options / solutions, first ensure a shared understanding of your objectives.
The scope of the decision should be determined within the context of your organisational objectives.
Identify your stakeholders (both internal and external) in relation to the scope of this decision and consider their concerns, issues and expectations.
Core to the scope will be to set agreed criteria against which the options / potential solutions will be assessed.
It is important to establish agreement on which criteria are more important than others by attributing a weight to them using a scale of zero to +/- ten.
The attributed scores of each option against each of the criteria applies a scale of zero to ten.
Quantitative vs Qualitative
It is too simplistic to dismiss an approach which uses numbers. They can stimulate quantitative considerations.
‘YourOughtWe’ is a service to put customized ‘OughtWe’ apps up, on Apple and Google Stores, which meet the needs of your organisation – as specified by you in the *Service Features* displayed at OughtWe.com and YourOughtWe.com
Guidance on the process of how to develop and shape the app to reflect your context and values is available at FacilitateYourOughtWe.com
I encourage you to reflect and consider how a tailored decision making app might benefit you – both as a tool – and as a training and development process.
- Facing the future with a child on a stick
Widely recognised as a Leunig classic, his biting cartoon highlights the need for good decision making.
- Balancing eggs in baskets …
The adage cautions against putting all of your eggs in one basket.
A key food with many vulnerabilities.
Manage your business continuity risks
- Resilience NSW – a reflection
It would be useful if the business continuity plan for Resilience NSW was used transparently to rebuild the jigsaw based on achieving objectives.
Or am I too much of an optimist?
- Vulnerability is at the very heart of risk
Addressing the “onion layers” – the underlying “why” – is an effective way of managing risk.
It is YOUR VULNERABILITY. There is limited value in “leading the witness”.
Far better to stimulate your reflection and considerations – of your context.
It is in that spirit the whimsical images, prompts, and references below are provided.
Concept: Risk as a function of hazard and vulnerability
We are all vulnerable. Sometimes through exposure to the same thing. Sometimes to things to which we alone are exposed. Sometimes because of things that are about us – our characteristics or nature. Sometimes because of things that are imposed upon us by others..
A single metaphor can trigger many reflections and considerations
- Manage your Sword of Damocles
- Add silent scooters – and silent policy – as one of your hazards
In Melbourne on the weekend I was nearly “cleaned up” a couple of times with near miss e scooter incidents. So I thought I’d do a quick check on some questions around whether it’s an issue in Melbourne – and elsewhere.
The answer is YES
A hazard – whispering up behind
– or alongside of you
In a policy vacuum
What to do? In the absence of clear policy and risk management oversight we are left to our own devices.
- Future planning calls for good decision making
One of the most interesting themes was Professor Howden highlighting the need for well thought through criteria to be applied to decision making.