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Unknown Risk Story
Unknown Risk Story
Unknown Risk Story
Unknown Risk Story
Unknown Risk Story
Unknown Risk Story
Unknown Risk Story
Unknown Risk Story
Unknown Risk Story
Unknown Risk Story
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Unknown Risk Story

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Overview of the concept for Early warning System for risks.

Overview of the concept for Early warning System for risks.

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  • Positioning: Learning about the Health Market Sharing knowledge from other sectors
  • Here we have an organisation represented by this tree. On the surface everything looks healthy and good. We could think the organisation is performing well.The gap in the circle represents that whilst the organisation might think they have everything covered in terms of risk systems and other feedback channels, actually they are still missing something. Unknown risks are not picked up through other channels.
  • Closer inspection (the microscope here) shows us that some of the leaves are unhealthy and may be dying or diseased. This could spread if action is not taken.
  • Departments may think they have everything covered. Perhapsorganisational tunnel vision caused by not seeing the bigger picture, not being aware of what else is going on around them. Existing risk systems miss the issue.
  • Someone might know why the leaf is diseased, what is going wrong in the organisation.
  • The challenge – people need to feel confident, to be honest
  • Verbal narrative – taking the insight in context with other dataSo we listen to the organisation. They tell us how they are feeling. It can be measured.
  • This represents a solution. Essentially we collect data into our ‘black box’. A tool to assist listening to the organisation. My black box with ears!!I like to refer to it as an early warning system – it allows lead indicators of attitudinal extremes to be identified to be identified before poor behaviour becomes embedded.Sooner identification = sooner resolution
  • So we are now looking at the position once an organisation has put this early warning system into action. The diseased leaves have been dealt with and as a result positive and measurable improvements can be seen for the organisation:Reduced risk = improved safetyWhen teams feel good they perform betterImproved moraleBetter communicationHigher levels of trust and respect.
  • Transcript

    1. Unknown Risks<br />
    2. On the surface, everything looks healthy and good...<br />
    3. But looking closer, everything is not as it seems..<br />Something is going wrong, but what and where is it happening?<br />
    4. It’s all too easy to take things at face value, but issues may be obscured, hindering understanding of what is going on..<br />
    5. Often someone, somewhere will know what is happening..<br />
    6. But how do we give them a voice?<br />
    7. By knowing “who’s in the know” we can start to understand what the issues are and why they are happening..<br />
    8. ...to simulation<br />
    9. Beneath the surface, everything is healthy and good...<br />
    10. Harding & Yorke<br />Head Office<br />The Old Stables<br />Manor Farm<br />Appleford-on-Thames<br />Oxfordshire, OX14 4PA<br />Locations<br />Oxford<br />London<br />Johannesburg<br />w/ www.empathy.co.uk<br />t/ + 44 (0) 1235 845 700<br />Contact:Stuart Lamb, Enterprise Consultant<br />+ 44 (0) 7887 782 875<br />

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