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HCI #HCIwebcast Fight or Flight? Face the Fears of Organizational Risk

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An “amygdala hijack” is a chemical response in humans to the unexpected and unknown which can translate into havoc when it plays out in organizations. This human response to fear is often what causes paralysis in organizations, translating into missed opportunities in mild cases, missed deadlines in some serious cases, and total collapse in the worst case scenarios. This webcast explores the conundrum of plans gone wrong, and addresses a new way to approach, face and even attack risks to your organization. To view the webcast: http://kepner-tregoe.com/knowledge-center/webcasts/fight-or-flight-face-the-fears-of-organizational-risk/

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HCI #HCIwebcast

Fight or Flight? Face the Fears of Organizational Risk

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HCI #HCIwebcast

Today’s Moderator

Andrew Bateman

@AndyWebcast

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THANK YOU !

www.kepner-tregoe.com

HCI #HCIwebcast

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HCI #HCIwebcast

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HCI #HCIwebcast

Poll details here

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HCI #HCIwebcast

Today’s Guest Speaker

Rebecca George Consultant

Kepner-Tregoe Inc.

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Fight or Flight? Face the Fears of Organizational RiskPresented by Rebecca George, Kepner-Tregoe

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Overview

✤ Defining risk !

✤ Blind spots to managing risk!

✤ How to proactively look at risks before plans are put into action!

✤ Identify and manage risks for organizational health!

✤ Risk management maturity

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Risque (c.1621) to Risk (c.1655)

✤ Exposure to the possibility of loss, injury, or other adverse or unwelcome circumstance; a chance or situation involving such a possibility.!

✤ ISO31000: Risk = The effect of uncertainty on objectives

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01

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Question

✤ What most often prevents you and your team from proactively looking at risk?

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“Life, like poker, has an element of risk. It shouldn’t be avoided, it should be faced”

–Edward Norton

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The Hijack

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The Amygdala

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The Influence of Agendas

✤ How do individual approaches to risk impact your organizational culture?

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Myself

My Team My Organization

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Question

✤ If you had to categorize the number one risk that you fear in your work, is it!

✤ Political!

✤ Financial!

✤ Security!

✤ Social!

✤ Other

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“Courage is willingness to take the risk once you know the odds. Optimistic overconfidence means you are taking the risk because you don't know the odds. It's a big difference.”!

–Daniel Kahneman

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Combine Acumen and CreativityEngage, Innovate, and Protect Plans

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Does our mindset matter?

Work is a problem to be solved

Identify the problem

!Analyze causes

!Identify and evaluate solutions

!Action plan

Work is an experience to be embraced

Value the best of ‘what is’

!Envision ‘what might be’

!Dialogue ‘what should be’

!Innovate ‘what will be’

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Question

✤ How would you describe your organization’s mindset when it comes to risk?!

✤ Proactive!

✤ Reactive!

✤ Risk Averse!

✤ Ambivalent

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It’s about what it is that you want to succeedFocus on the plan that you want to protect, and then innovate about how to ensure success…

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Ask yourself:

✤ What are the possible things that could cause this to go off track?!

✤ Don’t hold back, explore, stay in the moment of wondering what could be…

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Imagine the impact: What If

✤ How likely is it that this can happen? (High, Medium, Low)!

✤ How serious would it be if it did happen? (High, Medium, Low)!

✤ Envision the problem!

✤ Use imagination !

✤ Use input from others

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What can we do to prevent the likely causes

from happening?

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“To fail to plan is to plan to fail.”

✤ Put contingent actions in place: In case the preventive action doesn’t work, have a plan in place to mitigate the damage.!

✤ Define the triggers for when to activate the contingencies

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Copyright © 2014 Kepner-Tregoe, Inc. All Rights Reserved.

A Model for Maturity Assessment

Level 1 Survival

Level 2 Awareness

Level 3 Committed

Level 4 Proactive

Level 5 Business Aligned

Level 6 Business

Partnership

Effort Required

People Skills “Best that I can do”

Focus on building skills

Common Methodologies

for issue resolution

Internal Coaching and

Facilitation capability

Capabilities inventoried/

mapped against process needs

New capabilities developed in line

with future business needs

Process Everyone does it differently

Basic Flow SLAs

Processes defined at the “how to” level

Process performance

actively managed by

process owners

Continuous improvement

approach implemented

Processes managed as a portfolio of integrated “assets”

TechnologyWord of mouth

Phone Calls Notepad

Basic MonitoringDocumentation/Creation of an

audit trail

Knowledge Centered Support

Infrastructure and Applications consolidated

Predictive Monitoring

Business Management

“Loudest voice” Adhoc/

Reactive

Staff Selection Job roles described

Aligned Performance

System

Career Path & Personal

Development Plans

Qualitative and Quantitative

KPIs fully aligned with business

Active need identification and proactive

business alignment

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“Because if you are prepared and you know what it takes, it is not a risk. You just have to figure out how to get there. There is always a way to get there.”!

–Mark Cuban

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Summary

✤ Define your risks !

✤ Be aware of individual, team and organizational blind spots to engaging in risk discussions!

✤ Use potential risk as an opportunity to engage others and innovate for the future!

✤ Anchor your creativity with process and planning!

✤ Continue the discussion of what level of risk maturity your organization would like to attain

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Thank you for your time!!Rebecca George!Kepner-Tregoe!

[email protected]

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HCI #HCIwebcast

THANK YOU !

www.hci.org