Posts Categorised: Risk Management

Learning From Mistakes: How Mistake Tolerance Positively Affects Organizational Learning and Performance

North Head/Hardy

“Organizational learning has been shown to affect performance. This study offers a fine-grained view regarding different types of learning opportunities. Specifically, opportunities to learn from mistakes are examined. Using three separate samples, we first establish statistically reliable and unidimensional measures of both organizational learning and mistake tolerance.”

Source: Weinzimmer, L. G., & Esken, C. A. (2017).  The Journal of Applied Behavioral Science and available from this link (subscription journal)

Risk ownership framework for emergency management policy and practice

Collins Beach, Manly

“The purpose of this framework is to support better strategic management of risks associated with natural hazards. It does this through providing a series of tasks that support the allocation of risk ownership as part of strategic planning activities. This framework is not intended to replace current risk processes, but to enhance and add value to what is already there.”

Source: Young, C., Jones, R., Kumnick, M., Christopher, G. & Casey, N. (2017). Bushfire and Natural Hazards CRC and available from this link (open access)

Coordination of federal, state and local disaster management arrangements in Australia: lessons from the UK and the US

AIPM0226_jpg

Lilly Pilly/PaperMonkey

“This document discusses the gaps in Australia’s emergency management legislation and the coordination of federal, state and local disaster management arrangements in Australia. It analyses key legislation from the UK and US jurisdictions and reveals important lessons that could be adopted in Australia.”

Source: Eburn, M. (2017). ASPI Insights and avilable from this link (open access).

The Global Risks Report 2017

The washing machine/Flickr

“2016 saw a crystallization of political risks that have led to the election of populist leaders, a loss of faith in institutions and increased strain on international cooperation. We should not be surprised by this: for the past decade, the Global Risks Report has been drawing attention to persistent economic, social and political factors that have been shaping our risks landscape.”

World Economic Forum (2017). Available from this link (open access).

 

A quantitative study of Prince Albert’s crime/risk reduction approach to community safety

IMG_1376

Surfing/Griffin

“Faced with escalating crime rates and increasing demands for services, the Prince Albert Police Service led a mobilization effort to implement a crime/risk reduction strategy called Community Mobilization Prince Albert (CMPA). This study examines the evolution of crime prevention practices from traditional police-based practices that rely on focused enforcement practices, to the emerging risk reduction model, wherein police-led partnerships with community agencies are developing responses to the unmet needs of individuals and families facing acutely elevated risk (AER).”

Source: Sawatsky, M. J., Ruddell, R., & Jones, N. A. (2017).  Journal of community safety and well-being, and available from this link (open access).

Violent extremism in Australia: An overview

Manly Beach/Flickr

“Currently, the nation is responding to a heightened risk of violent extremism. It is therefore timely to describe the nature of violent extremism that has manifested in Australia – ethno-nationalist, political and most recently, jihadist. This paper examines the nature of extremist violence that has impacted on Australia, and highlights changes in the risk and the nature of violent extremism over time.

Source: Harris-Hogan, S. (2017). Trends & issues in crime and criminal justice no. 491. and available from this link (open access).

How do people make high stakes decisions?

Spit to Manly Walk/Flickr

“What goes into making high stake decisions? How do we react when we are confronted with a split second decision in the face of danger? And how does being under pressure shape the choices we make? Qantas pilot Richard de Crespigny had to make instinctive decisions based on years of experience, when one of the engines of QF32 exploded four minutes after take-off from Singapore. His quick thinking and expertise saved the lives of 469 people on board. How does time play into decision-making? Some people weigh up all the risks and go about it with reason, while others are impulsive and follow their hearts. John Taske was part of the infamous Everest Expedition when eight people lost their lives in 1996. John made a life-saving decision to turn back when only 198 metres from the summit.”

Source: SBS Insight 1 November 2016 45 mins and available from this link (open access).

 

High stakes: disaster risk in New Zealand

Manly Grooves/Flickr

“This article considers the various risks that New Zealand faces from natural disasters, then assesses and alerts to shortcomings in how well those are recognised and managed. It also proposes steps to address the problems, then compares to the comprehensive national approach to disaster risk management taken in Japan.”

Source: Basher, R. Policy Quarterly and available from this link (open access).

Global Risks Report 2016

Manly Beach /Flickr

“The year 2016 marks a forceful departure from past findings, as the risks about which the Report has been warning over the past decade are starting to manifest themselves in new, sometimes unexpected ways and harm people, institutions and economies. Warming climate is likely to raise this year’s temperature to 1° Celsius above the pre-industrial era, 60 million people, equivalent to the world’s 24th largest country and largest number in history, are forcibly displaced, and crimes in cyberspace costs the global economy an estimated US$445 billion, higher than many economies’ national incomes. In this context, the Report calls for action to build resilience – the “resilience imperative” – and identifies practical examples of how it could be done.”

Source: World Economic Forum and available from this link.

Why Organizations Don’t Learn

Manly Beach surfing/Flickr

“For any enterprise to be competitive, continuous learning and improvement are key—but not always easy to achieve. After a decade of research, the authors have concluded that four biases stand in the way: We focus too heavily on success, are too quick to act, try too hard to fit in, and rely too much on experts. Each of these biases raises challenges, but each can be curbed with particular strategies. A preoccupation with success, for example, leads to an unreasonable fear of failure, a mindset that inhibits risk taking, a focus on past performance rather than potential, and blindness to the role of luck in successes and failures.”

Source: Gino, F., & Staats, B. (2015). Harvard Business Review, 93(11), and available for AIPM staff and students from this link.