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davos3

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5th International Disaster and Risk Conference IDRC 2014 Integrative Risk Management - The role of science, technology & practice 24-28 August 2014 in Davos, Switzerland

5th International Disaster and Risk Conference IDRC 2014 Integrative Risk Management - The role of science, technology & practice 24-28 August 2014 in Davos, Switzerland

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  • What we will discuss
  • What we will discuss
  • In the ways that you discovered – margin was in creased through preparation, in real time and through reflection – or learning
  • In the ways that you discovered – margin was in creased through preparation, in real time and through reflection – or learning
  • Transcript

    • 1. Moving your turtles to the margin Dr Carl A. Gibson Country Fire Authority Australia & La Trobe University Director Risk Management Ivan Pupulidy PhDc US Forest Service Director Office of Learning
    • 2. Origin of Margin of Maneuver
    • 3. Normal Work? Workers make operational trade-offs. Normalization of risk. WE can’t agree about risk values!
    • 4. Risk Perception • Risk is Conceived Perceived, Communicated very differently. • What is normal for one person is quite different for another.
    • 5. Perception of Safety • Safe operation, in reality, is a complicated and messy business. • We respond to the feeling of safety in mysterious ways.
    • 6. 9 Resilience Individual Organizational Tactical Strategic Resilience Learning
    • 7. 10 Resilience Individual Organizational Strategic Resilience Learning Tactical Tactical Margin
    • 8. Problem Challenge of understanding Challenge of recognition Challenge of communication Challenge of action
    • 9. Challenge of understanding Challenge of communication Challenge of action Problem Understand implications Challenge of recognition Share information Action & experiment Recognise change in conditions Innovation
    • 10. Social & cognitive network Easily applied Conceptualise Intuitive NXew What we already do
    • 11. 14 Margin of Manoeuvre
    • 12. 15 Margin of Manoeuvre Uncertainty Operating conditions
    • 13. 16 Margin of Manoeuvre Volatility Uncertainty Operating conditions
    • 14. Margin of Manoeuvre Uncertainty Operating conditions Volatility Ambiguity
    • 15. 18 Margin of Manoeuvre Uncertainty Dysfunctional relationships Operating conditions Volatility Ambiguity
    • 16. Margin of Manoeuvre Shared understanding
    • 17. 20 Margin of Manoeuvre Shared understanding Emergent leadership
    • 18. Margin of Manoeuvre Shared sensemaking Emergent leadership Innovation Adaptive capacity Relationships
    • 19. Not just a theory In practice today Improving performance and saving lives
    • 20. Dynamics of Influence & Change 24
    • 21. Questions/Discussion
    • 22. 26 Resilience Individual Organizational Tactical Strategic Resilience Learning
    • 23. Things that never happened before – happen all the time. Lee Clarke
    • 24. 28 Resilience Individual Organizational Tactical Strategic Resilience Learning

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