Working In Uncertainty

Beyond listing risks

Managing risks is not the same thing as making a list of risks and then trying to do something about them. (One of my surveys confirms almost everyone agrees on this point, so probably you do too.) Until the early 1990s the idea of listing risks was virtually unheard of, while a huge amount of work had gone into developing better ways to make decisions, make plans, and do design under uncertainty. The Risk Listing idea has been promoted strongly by some powerful groups and now dominates thinking about risk in some specific areas, notably: corporate regulation, audit, and project management.

This is a pity because you probably would prefer to be doing something else (almost everyone would according to my surveys). Pushing this unpopular bureaucracy has blighted the working lives of countless thousands of auditors, corporate risk managers, and project risk managers, to say nothing of the vast army of other managers pushed to go through this tedious procedure. Yes, it's better than nothing, sometimes. But that's not enough is it. Almost nobody who does Risk Listing chose that method freely and almost all who do it would opt out if they were given a choice.


Most of these surveys explore the preferences people have for risk management and collectively their results destroy the myths that Risk Listing is popular and hard to move on from.


The problem of Risk Listing

Understanding a wider view and how to escape from Risk Listing

Free templates/designs for your organization to copy and use

Responses to official consultations

I have been trying hard for several years to turn back the tide of Risk Listing but it's not easy. What keeps me going is the certain knowledge that most people would prefer to manage risk in other ways and would be more successful doing so.

The book

Intelligent internal control and risk management by Matthew Leitch

At the moment there is no book called Working In Uncertainty that explains the perspective. However, my first book has a lot of useful material in it. Staying within the risk control perspective and language it extends the concept of a 'control' and integrates risk management with internal control in a simple way. What this book calls 'intelligent controls' are typical of the changes to core management activities that improve performance in uncertainty. Part 2 is a collection of 60 controls that most organizations should use much more, including many intelligent controls.

Hundreds of people receive notification of new publications every month. They include company directors, heads of finance, of internal audit, of risk management, and of internal control, professors, and other influential authors and researchers.

Please share:            Share on Tumblr


Words © 2015 Matthew Leitch