davos3
1 like934 views
The document discusses the challenges of risk perception and management in operational environments, emphasizing that individuals and organizations perceive and communicate risks differently. It highlights the importance of resilience at both individual and organizational levels, including the need for effective communication, understanding, and adaptation to changing conditions. The concept of 'margin of maneuver' is introduced as a means to navigate uncertainty and improve performance in complex situations.
davos3
- 1. Moving your turtles to the margin Dr Carl A. Gibson Country Fire Authority Australia & La Trobe University Director Risk Management Ivan Pupulidy PhDc US Forest Service Director Office of Learning
- 2. Origin of Margin of Maneuver
- 6. Normal Work? Workers make operational trade-offs. Normalization of risk. WE can’t agree about risk values!
- 7. Risk Perception • Risk is Conceived Perceived, Communicated very differently. • What is normal for one person is quite different for another.
- 8. Perception of Safety • Safe operation, in reality, is a complicated and messy business. • We respond to the feeling of safety in mysterious ways.
- 9. 9 Resilience Individual Organizational Tactical Strategic Resilience Learning
- 10. 10 Resilience Individual Organizational Strategic Resilience Learning Tactical Tactical Margin
- 11. Problem Challenge of understanding Challenge of recognition Challenge of communication Challenge of action
- 12. Challenge of understanding Challenge of communication Challenge of action Problem Understand implications Challenge of recognition Share information Action & experiment Recognise change in conditions Innovation
- 13. Social & cognitive network Easily applied Conceptualise Intuitive NXew What we already do
- 14. 14 Margin of Manoeuvre
- 15. 15 Margin of Manoeuvre Uncertainty Operating conditions
- 16. 16 Margin of Manoeuvre Volatility Uncertainty Operating conditions
- 17. Margin of Manoeuvre Uncertainty Operating conditions Volatility Ambiguity
- 18. 18 Margin of Manoeuvre Uncertainty Dysfunctional relationships Operating conditions Volatility Ambiguity
- 19. Margin of Manoeuvre Shared understanding
- 20. 20 Margin of Manoeuvre Shared understanding Emergent leadership
- 21. Margin of Manoeuvre Shared sensemaking Emergent leadership Innovation Adaptive capacity Relationships
- 22. Not just a theory In practice today Improving performance and saving lives
- 24. Dynamics of Influence & Change 24
- 26. 26 Resilience Individual Organizational Tactical Strategic Resilience Learning
- 27. Things that never happened before – happen all the time. Lee Clarke
- 28. 28 Resilience Individual Organizational Tactical Strategic Resilience Learning
Editor's Notes
- #10: What we will discuss
- #11: What we will discuss
- #27: In the ways that you discovered – margin was in creased through preparation, in real time and through reflection – or learning
- #29: In the ways that you discovered – margin was in creased through preparation, in real time and through reflection – or learning