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Product Description
Product Description
Many organisations have spent small fortunes to set up risk processes and supporting tools which then fail to deliver the expected value. This is because rational processes don't work well when trying to get groups of people to agree what is risky, why and what to do about it. If you need to make sound decisions in important but risky situations; work with groups to identify, prioritise and respond to risks, deliver value and, along the way, ensure the credibility of the process and the resilience of your organisation, "A Short Guide to Facilitating Risk Management" is for you. It sets out a very practical approach to how the risk management process can deliver value through effective facilitation. It brings together Ruth Murray Webster's expertise in the human aspects of risk and risk attitude and Penny Pullan's wide experience of the facilitation of project workshops. This title covers five main areas: avoiding pitfalls - how to make sure you are better prepared, better able to use your knowledge with groups and better able to avoid unsupported or skewed results; an understanding of risk management - to refresh your own knowledge and provide the basis for knowledge and ideas you can share with your group(s); understanding your role - whether you are a fulltime facilitator or a line manager with the need to improve risk management, you'll learn the skills you need and gain an understanding of how best to develop them; tried and tested tips for each step of the risk management process - proven practices showing how you can use the right mix of workshops, small groups and individual work to keep people engaged and get results; and, running risk workshops - the whole area of making workshops work. This book is illustrated with practical examples from the authors' experience and their findings from interviews and surveys to help you get the best from your groups when they're working together, both face-to-face and virtually.
About the Author
Dr Penny Pullan is Director of Making Projects Work. Penny is a highly-qualified project manager, facilitator and trainer, with a broad experience both inside multinational companies and as an external consultant. Penny is experienced in facilitating risk workshops and equipping others to do so. See www.makingprojectswork.co.uk. Ruth Murray-Webster is Director of Lucidus Consulting Limited. Ruth is a highly-qualified and respected business consultant, with broad experience in managing organisational change in a cross-cultural context and across a wide range of sectors, and a particular interest in the human aspects of effective change management. She is co-author of two earlier Gower books, Understanding and Managing Risk Attitude and Managing Group Risk Management. See www.lucidusconsulting.com and www.facilitatingrisk.com.
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Customer Reviews
Most Helpful Customer Reviews
3 of 3 people found the following review helpful
Format:Paperback
Having worked in Risk Management for a number of years and also as a Project Manager, it has always been easy to pay lip service to Risk Management. Something to get out of the way so you can concentrate on the real tasks at hand. I have always had a pretty good risk process to work from and sometimes some unwilling stakeholders to take part, but the process made the whole exercise of identifying, validating and managing risk a dry subject. On top of this you were still left with the task of drawing risks out of peoples heads when sometimes they did not realise they have the risk in their heads in the first place. Facilitation has always been the key to that, but not everyone has the talents or ability to facilitate a room of 2 to 2000 people. "Facilitating Risk Management" goes a long long way in supporting the facilitator. If you need to facilitate any type of risk workshop whether it be in a meeting room or virtually, the decision to buy this book is a no brainer. I have attended seminars where Penny Pullan or Ruth Murray-Webster have given their time to support Project Managers in making meetings effective and Risk Management, respectively. Their track record goes before them as well as behind them, so this book was always going to be a natural evetuality. Congratulations.
2 of 2 people found the following review helpful
Format:Paperback
A much needed topic, covered in a practical, no-nonsense style. As a `short guide to', it doesn't go into the depths of risk behaviour or a full description of workshop tools, however it does give sound advice on the most important issues in facilitating risk processes. It's a good length too - I read it on a flight in a couple of hours cover to cover, which is a sign that it isn't `padded out' as many business books are. If you lead risk workshops or manage risk as a responsibility, I'd recommend spending this time on it to reduce the risk of your risk workshops not working!
2 of 2 people found the following review helpful
Format:Paperback
Penny Pullan and Ruth Murray-Webster's `A Short Guide to Facilitating Risk Management' fits into a series of Short Guides about risk published by Gower. The series currently includes books that address Customs Risk and Political Risk, with further volumes addressing Equality Risk and Operational Risk in production. These short guides, at around 150 pages, provide an introduction and awareness for the reader, though do not make any claims to be able to make the reader an expert.
A Short Guide to Facilitating Risk Management takes as its theme the principle that risk is managed by people, not by processes or techniques; and that the people managing the risks are not generally `risk management professionals', so therefore need guiding, enthusing, and supporting, by a facilitator who combines a comprehensive understanding of risk and risk management with the people-skills necessary to make it easy to manage risk effectively. It is observed that risk management frequently fails to deliver value or the required support to decision making in risky situations, due to its over-emphasis on the use of tools and processes, and its failure to engage people.
The processes of risk management are described by a discussion of the nature of risk, its importance within the context of a business, and the factors that affect prioritisation and response to risk. Differing approaches to risk response and the need for ownership and accountability for risk management activities are covered. The treatment of risk management process is kept at quite high level, to avoid discussion of the detail from detracting from the theme of the book as a guide to facilitation, not to risk management per se.
The description of the qualities required of a facilitator is particularly insightful, providing detail and guidance for getting the best from teams of people, dealing with differing cultures, sustaining enthusiasm and participation of all group members, encouraging the `right' sort of conflict to guide groups to deliver value. The stress on the facilitator being detached from the risks and response actions, focussing their responsibility on facilitating the process, is especially interesting as many project and programme managers find themselves charged with responsibility for managing both the process and the risks on their projects.
Facilitation of workshops is just one aspect of facilitating risk management; the use of large groups in workshops, small groups, and one-to-one sessions is described, identifying where each approach is likely to be most successful. The authors share their experiences of what works well, and provide a whole chapter devoted to recognising and addressing problems and challenges that arise from the risk management process, from facilitating, and from the culture of the organisation and its people.
The book makes a compelling case for the role of a risk management facilitator, to ease the operation of risk management processes by enthusing and engaging people, and by maintaining continued ownership and accountability until the risks have been closed.
A Short Guide to Facilitating Risk Management takes as its theme the principle that risk is managed by people, not by processes or techniques; and that the people managing the risks are not generally `risk management professionals', so therefore need guiding, enthusing, and supporting, by a facilitator who combines a comprehensive understanding of risk and risk management with the people-skills necessary to make it easy to manage risk effectively. It is observed that risk management frequently fails to deliver value or the required support to decision making in risky situations, due to its over-emphasis on the use of tools and processes, and its failure to engage people.
The processes of risk management are described by a discussion of the nature of risk, its importance within the context of a business, and the factors that affect prioritisation and response to risk. Differing approaches to risk response and the need for ownership and accountability for risk management activities are covered. The treatment of risk management process is kept at quite high level, to avoid discussion of the detail from detracting from the theme of the book as a guide to facilitation, not to risk management per se.
The description of the qualities required of a facilitator is particularly insightful, providing detail and guidance for getting the best from teams of people, dealing with differing cultures, sustaining enthusiasm and participation of all group members, encouraging the `right' sort of conflict to guide groups to deliver value. The stress on the facilitator being detached from the risks and response actions, focussing their responsibility on facilitating the process, is especially interesting as many project and programme managers find themselves charged with responsibility for managing both the process and the risks on their projects.
Facilitation of workshops is just one aspect of facilitating risk management; the use of large groups in workshops, small groups, and one-to-one sessions is described, identifying where each approach is likely to be most successful. The authors share their experiences of what works well, and provide a whole chapter devoted to recognising and addressing problems and challenges that arise from the risk management process, from facilitating, and from the culture of the organisation and its people.
The book makes a compelling case for the role of a risk management facilitator, to ease the operation of risk management processes by enthusing and engaging people, and by maintaining continued ownership and accountability until the risks have been closed.
Most Recent Customer Reviews
Widely relevant, deceptively concise
The book's title makes it sound as if it addresses a very specific niche, but actually it will be useful to anyone who is engaged in trying to make a project or plan work. Read more
Published 7 days ago by N. De Voil
Facilitating Risk Managment - practical and easy to grasp
Years ago as a personnel manager I was asked to facilitate a risk assessment session for an engineering project. Read more
Published 11 months ago by Antonia Maclean
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