20:20 Hindsight

Hindsight bias ‘Hindsight bias’ has been defined as believing that the onset of a past event was predictable and completely obvious, when actually, the outcome could not have been predicted. Politicians, media (and social media) commentators, and sometimes Counsel Assisting commissions of inquiry, all demonstrate a tendency to this form of cognitive distortion. Directors and… Continue reading 20:20 Hindsight

Federated Risk

A federation is ‘a formal, enduring, coalition of largely independent non-profit groups established to realise such advantages as coordination of activities, development of collective strategies, and sharing of facilities or resources. A federation is itself an organisation with a clear membership, leadership structure and unique name.’ (Smith, A Dictionary of Non-profit Terms and Concepts, 2006)… Continue reading Federated Risk

Sharing Risk while avoiding a Blame Game

Responsibility and Accountability in Risk Governance My previous post highlighted governance issues associated with multiple parties sharing certain risk management responsibilities around the disembarkation of passengers from the Ruby Princess, at a time when COVID-19 infections were on the rise. The importance of establishing shared understandings about the risk perspectives of affected and involved parties… Continue reading Sharing Risk while avoiding a Blame Game

The Incident ‘Post Mortem’: Facts, Causes and Factors

Most non-profit boards rightly focus their risk governance on identifying and assessing risks before developing a set of escalating controls to prevent an adverse event. They then consider how their organisation should respond should the hazardous event actually occur, and how those measures can best mitigate the damage that arises. Some also consider their incident… Continue reading The Incident ‘Post Mortem’: Facts, Causes and Factors

Risk borders, boundaries, and bridges

Learning from Others’ Mistakes – Part 9: Ruby Princess The Report of the Special Commission of Inquiry into the Ruby Princess (320 pp) offers numerous governance lessons for non-profit organisations as well as its target audiences in government. Notable among these is the heightened risk faced when multiple agencies and governance systems are involved. With… Continue reading Risk borders, boundaries, and bridges

Selected strategic intelligence sources

In a recent post, I promised to look at some possible free or low-cost sources of intelligence gathering (external monitoring) that your non-profit board and/or management team can use to inform your strategic direction. This post delivers on that promise, using sources clustered under each category in the STEEPLE model. Your organisation will doubtless have… Continue reading Selected strategic intelligence sources

Your personal COVID-19 risk bowtie

Preventive and response measures each of us can implement to manage COVID-19 threats are summarised in the header image above. (NB This chart is offered to illustrate use of the risk bowtie risk management tool, and readers are urged to always follow up-to-date local public health guidance). This is a follow up to my post… Continue reading Your personal COVID-19 risk bowtie

Adaptive Strategy

Continuous adjustment of strategy in the light of changing organisational context has been a recurring theme in my last three posts. This post offers something of a footnote to the earlier articles. The header image above provides a slightly different perspective on the ever-shifting point of decision. The time dimension is emphasised here in a… Continue reading Adaptive Strategy

Strategy and Risk: 2 sides of one coin

The argument that strategy and risk are two aspects of one governance activity has been highlighted by many pundits over time. In practice however, some non-profit boards still separate strategic planning from development and review of their risk register. My previous two posts (see links below) promoted the concept of continuous monitoring of the external… Continue reading Strategy and Risk: 2 sides of one coin

Continuous Reflective Governance

I’d like to amplify some points made in my previous post, which argued that directors need to continuously monitor their internal and external circumstances. The header image above illustrates the point that reflective governance requires ongoing monitoring and evaluation to determine new and emerging priorities (the EDM Governance Model), and that the data being analysed… Continue reading Continuous Reflective Governance