101614 fight or_flight_kepner_tregoe
DESCRIPTION
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/TRANSCRIPT
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Fight or Flight? Face the Fears of Organizational Risk
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Today’s Moderator
Andrew Bateman
@AndyWebcast
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Poll details here
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Today’s Guest Speaker
Rebecca George Consultant
Kepner-Tregoe Inc.
Fight or Flight? Face the Fears of Organizational RiskPresented by Rebecca George, Kepner-Tregoe
01
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
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
01
Question
✤ What most often prevents you and your team from proactively looking at risk?
“Life, like poker, has an element of risk. It shouldn’t be avoided, it should be faced”
–Edward Norton
01
The Hijack
The Amygdala
The Influence of Agendas
✤ How do individual approaches to risk impact your organizational culture?
Myself
My Team My Organization
Question
✤ If you had to categorize the number one risk that you fear in your work, is it!
✤ Political!
✤ Financial!
✤ Security!
✤ Social!
✤ Other
“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
Combine Acumen and CreativityEngage, Innovate, and Protect Plans
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’
Question
✤ How would you describe your organization’s mindset when it comes to risk?!
✤ Proactive!
✤ Reactive!
✤ Risk Averse!
✤ Ambivalent
01
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…
01
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…
01
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
What can we do to prevent the likely causes
from happening?
01
“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
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
“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
01
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