Alto42

Survey RESULTS

[Last amended: 17 Mar 18]

 

The statements below were derived from risk management, crisis management, safety and other related literature that examine organisational failure. They were distilled through a Delphic process of subject matter experts. While these statement were seen to be consistent with the literature, they also appeared to be at odds with the thinking behind many management tools and practices. These tools and practice lean heavily on reduction, simplification of complexity to create linearity.

 

The purpose of the survey is to triangulate management thinking to see whether it is closer to current practice or with that required to prevent organisational failure.

 

As at: 17 Mar 18

 

Thank you to those who so far have replied.

Number of returns: 132.

 

Statements

 

1. The world we live and work in is complex and driven by forces that we often do not see, recognise or appreciate.

 

1- 1%,   2 - 9%,   3 - 5%,   4 - 47%,   5- 38%

 

 

2. All actions we take have consequences, and these actions have both upsides and downsides whether they are obvious or not.

 

1 - 1%,   2 - 4%,   3 - 2%,   4 - 25%,  5 - 69%

 

 

3. We should always expect the unexpected and consider where unintended consequences of our actions might emerge.

 

1 - 1%,    2 - 3%,   3 - 8%,  4 - 38%,   5 - 51%

 

 

4. We live in a world of continuous change that thwarts our plans; therefore we are constantly forced to adapt the plans.

1 - 1%,   2 - 6%,    3 - 5%,   4 - 45%,  5 - 43%

 

 

5. Given that "no plan survives contact with the enemy", we should see that having an effective planning process is more important than having a good plan.

 

1 - 2%,   2 - 5%,  3 - 16%, 4 - 36%,   5 - 41%

 

 

6. Due to the world's interactive complexity, our understanding of the problems we face will always be only partial.

 

1 - 1%,   2 - 5%,   3 - 7%,   4 - 45%,   5 - 42%

 

 

7. The patterns we see in the world around us are often temporary, dependent on the context and the scale of observation. Hence, these patterns may simply be illusionary. That’s why we need to be cautious about basing our plans on them.

 

1 - 2%,   2 - 17%,   3 - 19%,   4 - 42%,    5 - 21%

 

 

8. There are no “universal solutions” to problems! All solutions are contingent on the circumstances to which they are to be applied.

 

1 - 2%,   2 - 6%,   3 - 6%,   4 - 34%,   5 - 55%

 

 

9. Management will always require a mix of “craft” (‘intuitive skills’) alongside compliance with laws and regulations to cope with the prevailing uncertainty that surrounds them.

 

1 - 1%,   2 - 1%,   3 - 3%,   4 - 31%,   5 - 64%

 

 

10. Our ability to control what happens to us and our organisation is much more limited than is normally assumed.

 

1 - 0%,   2 - 23%,   3 - 15%,   4 - 37%,   5 - 26%

 

 

11. Success is always relative rather than absolute.

 

1 - 1%,   2 - 2%,   3 - 13%,   4 - 39%,   5 - 45%

 

 

 

General Comments:

 

Results shown above have been relatively stable (+/- 2% points) since we had 35 returns. We consider these results are now worth analysing in more detail.

 

The two results that stand out are the answers to Q7 and Q10,  Q7 concerns the roles of patterns in decision-making and Q10 concerns our ability to control what happens around us. The implication for practice are interesting.

 

We regret that on 21% of Survey respondents are female.

 

The survey will remain open for a few more weeks,

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Risk Governance Management Specialists