Welcome to my ruminations
A friend of mine recently responded to my having made public our approach to facilitated debriefing by raising the difficulties of how confidentiality is – in the real world – perceived as being almost impossible to achieve. Confidentiality Confidentiality if a fundamental human trait – it is given – and in turn, respected. Is it… Read More
Jason Helps’ responses to the enquiry into quarantine management (Victoria) included the reflection on structure below. The structure to which Helps refers is depicted in the diagram below. It relies on the assumption that an incident management system (which evolved from the context of fighting fires in the USA in the 1980s and since then… Read More
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A friend of mine recently responded to my having made public our approach to facilitated debriefing by raising the difficulties of how confidentiality is – in the real world – perceived as being almost impossible to achieve. Confidentiality Confidentiality if a fundamental human trait – it is given – and in turn, respected. Is it… Read More
Jason Helps’ responses to the enquiry into quarantine management (Victoria) included the reflection on structure below. The structure to which Helps refers is depicted in the diagram below. It relies on the assumption that an incident management system (which evolved from the context of fighting fires in the USA in the 1980s and since then… Read More
Language is important – and plain, everyday language is worth spending the time to think about – and the time to find. The term “learnings” fails one of my key filter tests – “sure you could (use it), but why would you want to“? An important principle of risk communication is to Keep it Short… Read More
Debriefing – Phase 1 of DISCOVER: When recording your reflections think about your six top ideas (three “what went well” ideas and three “what went badly” ideas) in the context of how the organisation works (in terms of structure and function) – and of how well you SCANNED – ASSESSED – PLANNED – and REFINED,… Read More
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Do you think the importance of thinking is rated too highly? The story of IBM’s use of “THINK” as a corporate calling card dates back to the story of Thomas J. Watson in 1911 interrupting an uninspiring sales meeting, saying “The trouble with every one of us is that we don’t think enough. We don’t… Read More
I have been asked to share one of our generic developmental approaches for your reflection and consideration. As is usually the case, we envisage a collaborative approach. We are enthusiastic to develop the process and outcomes to ensure it meets your needs. Key aspects of the approach are: • Overview – asking the right questions,… Read More
Some businesses are “going gangbusters” in the COVID era. Their niche products or services are able to be delivered and they are in high demand. Other businesses are more vulnerable – either because of the nature of their products and services or because of disruptions to the availability of resources those products and services rely… Read More
In 1998 while promoting the Australian approach to emergency risk management I used the above quote from Mazzini. It was an opportunity to reset our approach – to move from a focus on hazards to a focus on vulnerability. Similarly, today I share an exciting step we had on 1 June as our AgileBCP software… Read More
Now that we’re out and about again, we can share that while under lockdown, we’ve kept our eye firmly on the ball. Embracing and integrating the twelve principles from the international risk standard, we’ve developed an AgileBCP app to help businesses reboot – even to reimagine. AgileBCP – that is, agile business continuity planning puts… Read More
