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/

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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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!
www.kepner-tregoe.com
HCI #HCIwebcast

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Poll details here

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Today’s Guest Speaker
Rebecca George
Consultant
Kepner-Tregoe Inc.

7. Fight or Flight? Face the Fears of
Organizational Risk
Presented by Rebecca George, Kepner-Tregoe

8. 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

10. 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

11. 01

12. Question
✤ What most often prevents you and your team from
proactively looking at risk?

13. “Life, like poker, has an element of risk. It shouldn’t be
avoided, it should be faced”
–Edward Norton

14. 01
The Hijack

15. The Amygdala

16. The Influence of Agendas
✤ How do individual approaches to risk impact your
organizational culture?

17. Myself
My Team My Organization

18. Question
✤ If you had to categorize the number one risk that you fear in
your work, is it!
✤ Political!
✤ Financial!
✤ Security!
✤ Social!
✤ Other

19. “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

20. Combine Acumen and Creativity
Engage, Innovate, and Protect Plans

21. 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’

22. Question
✤ How would you describe your organization’s mindset
when it comes to risk?!
✤ Proactive!
✤ Reactive!
✤ Risk Averse!
✤ Ambivalent

24. 01
It’s about what
it is that you
want to succeed
Focus on the plan that you want to
protect, and then innovate about how to
ensure success…

25. 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…

26. 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

27. What can we do
to prevent the
likely causes
from happening?

28. 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

29. 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”
Technology
Word of mouth
Phone Calls
Notepad
Basic Monitoring
Documentation/
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

30. “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

31. 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

32. Thank you for your time!!
Rebecca George!
Kepner-Tregoe!
rgeorge@kepner-tregoe.com

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THANK YOU
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