“Was 2017 really the “worst year ever,” as some would have us believe? In his analysis of recent data on homicide, war, poverty, pollution and more, psychologist Steven Pinker finds that we’re doing better now in every one of them when compared with 30 years ago. But progress isn’t inevitable, and it doesn’t mean everything gets better for everyone all the time, Pinker says. Instead, progress is problem-solving, and we should look at things like climate change and nuclear war as problems to be solved, not apocalypses in waiting.”
Source: Pinker, S. (2018). TED talks and available from this link (open access).
The book, The better angels of our nature : a history of violence and humanity/Pinker available from AIPM Library.
Walking to Manly /Flickr
“Senior management communicates the importance of managing risk to their staff, and there are many examples of risk management being integrated into daily activities’, the Auditor-General said. We did find that three of the agencies we examined could strengthen their culture so that all employees feel comfortable speaking openly about risks. To support innovation, senior management could also do better at communicating to their staff the levels of risk they are willing to accept.”
Source: Audit Office of NSW and available from this link (open access).
“Playing the devil’s advocate or Red Teaming is a good way to avoid the trap you can fall into when ‘grading your own home work’. Asking an outsider to go through your work with an unflinching critical eye, according to Bryce Hoffman, can make good plans great or perhaps even save you from a disaster. In an extended interview he discusses how and why Red Teaming works, its origins, principles, tools and techniques.”
Source: Hoffman, B. (2018). Interview on ABC Radio National Best Practice program (length: 25 mins) and available from this link (open access).
“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)
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)
“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 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).
“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).
“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).
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).