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Many organisations have spent small fortunes to set up risk processes and supporting tools which then fail to deliver the expected value. This is because self-evidently correct process doesn't work well when trying to get collections of human beings to agree on how to manage potential future events.
Many organisations have spent small fortunes to set up risk processes and supporting tools which then fail to deliver the expected value. This is because rational processes don't work well when trying to get groups of people to agree what is risky, why and what to do about it. If you need to make sound decisions in important but risky situations; work with groups to identify, prioritise and respond to risks, deliver value and, along the way, ensure the credibility of the process and the resilience of your organisation, A Short Guide to Facilitating Risk Management is for you. It sets out a very practical approach to how the risk management process can deliver value through effective facilitation. It brings together Ruth Murray-Webster's expertise in the human aspects of risk and risk attitude and Penny Pullan's wide experience of the facilitation of project workshops to cover five main areas: avoiding pitfalls - how to makesure you are better prepared, better able to use your knowledge with groups and better able to avoid unsupported or skewed results; an understanding of risk management - to refresh your own knowledge and provide the basis for knowledge and ideas you can share with your group(s); understanding your role - whether you are a full-time facilitator or a line manager with the need to improve risk management, you'll learn the skills you need and gain an understanding of how best to develop them; tried and tested tips for each step of the risk management process - proven practices showing how you can use the right mix of workshops, small groups and individual work to keep people engaged and get results; running risk workshops - the whole area of making workshops work. This book is illustrated with practical examples from the authors' experience and their findings from interviews and surveys to help you get the best from your groups when they're working together, both face-to-face and virtually.
Savvy managers no longer look at contracting processes and documents reactively but use them proactively to reach their business goals and minimize their risks. To succeed, these managers need a framework and A Short Guide to Contract Risk provides this. The foundation of identifying and managing contract risk is what the authors call Contract Literacy: a set of skills relevant for all who deal with contracts in their everyday business environment, ranging from general managers and CEOs to sales, procurement and project professionals and risk managers. Contracts play a major role in business success. Contracts govern companies' deals and relationships with their suppliers and customers. They impact future rights, cash flows, costs, earnings, and risks. A company's contract portfolio may be subject to greater losses than anyone realizes. Still the greatest risk in business is not taking any risks. Equipped with the concepts described in this book, business and risk managers can start to see contracts differently and to use them to find and achieve the right balance for business success and problem prevention. What makes this short guide from the authors of the acclaimed Proactive Law for Managers especially valuable, if not unique, is its down-to-earth managerial/legal approach. Using lean contracting, visualization and the tools introduced in this book, managers and lawyers can achieve legally sound contracts that function as managerial tools for well thought-out, realistic risk allocation in business deals and relationships.
Increasingly, top executives view supply markets as sources of competitive advantage and as means of achieving strategic objectives. Procurement is the management activity that makes this happen, and this process depends on a superior risk management capability if it is be effective. Yet, despite its importance, Procurement Risk Management is surprisingly under-developed. Recent Global Risk surveys have pinpointed Supply Chain Vulnerability as one of the four key global risks for the next decade. What is less well known is that this is only half of the story ... risk exposures also exist inside the company and can be just as damaging. No company is an island; it needs suppliers as well as customers. Conventional wisdom puts great emphasis on managing certain aspects of business such as customers; operations; strategy and finances. Typically, however, much less regard is paid to external suppliers and the risks present in dealing with them. As a minimum, suppliers are the sources of materials, services and expert attention which enable the company to feed its business model. When done well, a risk-aware procurement process provides the bonus of competitive advantage, with the ability to capitalise, on the occurrence of unexpected events. This short guide explains just how to do it. Each chapter explores the topic in hand, outlines the risks and the remedies available and offers guidance on the principles and risk prevention.
Making risk management work means engaging people to identify, own and manage risk. Many organisations have spent considerable time and money setting up risk frameworks, processes, and supporting tools, but these have failed to deliver value. Instead, they should focus on the people. Bringing together the expertise of Ruth Murray-Webster in the human aspects of risk management and Penny Pullan’s deep expertise in facilitation, creative collaboration, and virtual leadership, this book provides tried and tested approaches to make each process step work well within the context of your own organisation and serves as a guide as to how to work effectively with groups. By translating a highly technical and complex subject into an easy-to-follow guide, this book goes beyond ‘tick-box’ approaches and provides top tips on how to engage others in developing risk management solutions and how to avoid many of the common pitfalls. This new edition includes two brand new chapters, one taking a deeper dive into the common decision-biases among groups in organisations, and one looking at remote and hybrid ways of communication and facilitation. If you are involved in trying to make risk management work, whatever the context, this book will provide you with support and practical advice, in an approachable way, supported by real-life examples and memorable illustrations.
In the European Union many individuals will partake in drinking a little wine with their lunch or dinner to aid their enjoyment of the meal or as an appetizer for food. Alcohol is also a drug of dependence. Some individuals will drink too much and some of them will become addicted. Access to alcohol, binge drinking, and younger drinkers can lead to unsafe workplaces, absenteeism, fraud and criminal behaviour. Alcohol at Work is a definitive guide to the problem, exploring its nature and scale and providing a complete range of ideas and techniques to help create a policy in the workplace and develop appropriate and effective measures for monitoring and tackling alcohol abuse. The key collective message is solve the problem - take the alcohol, not the person, out of the workplace. In the UK alone, research puts the cost of alcohol abuse in the workplace at £2 billion a year. This is a must-have reference for human resource, occupational health and risk managers, as well as those involved in tackling criminal behaviour such as fraud and violence at work resulting from alcohol abuse and addiction.
Projects are risky undertakings, and modern approaches to managing projects recognise the central need to manage the risk as an integral part of the project management discipline. Managing Risk in Projects places risk management in its proper context in the world of project management and beyond, and emphasises the central concepts that are essential in order to understand why and how risk management should be implemented on all projects of all types and sizes, in all industries and in all countries. The generic approach detailed by David Hillson is consistent with current international best practice and guidelines (including 'A Guide to the Project Management Body of Knowledge' (PMBoK) and the 'Project Risk Management Practice Standard' from PMI, the 'APM Body of Knowledge' and 'Project Risk Analysis & Management (PRAM) Guide' from APM, 'Management of Risk: Guidance for Practitioners' from OGC, and the forthcoming risk standard from ISO) but David also introduces key developments in the risk management field, ensuring readers are aware of recent thinking, focusing on their relevance to practical application. Throughout, the goal is to offer a concise description of current best practice in project risk management whilst introducing the latest relevant developments, to enable project managers, project sponsors and others responsible for managing risk in projects to do just that - effectively.
"The Executive Guide to Facilitating Strategy" provides executives, leaders, and facilitators with a step-by-step resource for guiding their team through all phases of the strategic planning process from gaining the team's buy-in to do planning and identify strategic issues, all the way through organization alignment, implementation, monitoring, and making adjustments.
Insights, tools, and case studies from digital-first companies and expert facilitators - including: -Pro tips & key questions around teams, tools, & techniques-Breakdowns & diagrams for dealing with essential factors like time zones, audio/video, & group size-Case studies from remote teams at Intuit, Trello, & IBM-Step-by-steps for 10+ remote-friendly workshop activities-Checklists & guides for planning, running, and following up on workshops