A moment to pause. A different way to look at the problem. A practical idea to take back to work.
Change, risk and governance,
one useful idea at a time.
Six quick reads. Open any lesson for a practical example.
Make the new way of working understandable, possible and worth repeating.
For a new incident process, give supervisors a realistic scenario, time to practise and someone to ask. Then review how the process is being used.
Change planning and implementation supportA risk description becomes useful when it points to action before and after an event.
For a contractor task, distinguish the checks that prevent an incident from the arrangements that limit harm if something goes wrong. Assign an owner and a way to verify each critical control.
Operational risk and control reviewsTurn a meeting decision into an owned action, with evidence and a point to review.
When a committee approves a recommendation, record the decision, owner, due date and completion evidence. Bring unresolved barriers back for a decision rather than carrying the same action forward indefinitely.
Governance and assurance arrangementsBefore asking people to try harder, understand what makes the new process hard to use.
If a new reporting tool is underused, walk through a real task with the people using it. Check access, time, duplicated steps and confidence before deciding that motivation is the problem.
Consultation, training and system improvementA status colour is the start of a conversation about how a control performs in practice.
A completed training record shows attendance. To understand whether the control works, also look at how people apply the procedure and what happens when conditions change.
Auditing and independent assuranceReview the next commitment against its expected value, risk and alternatives.
At a project review, separate the effort already invested from the case for the next stage. Agree what new evidence would support continuing, changing direction or stopping.
Read the short note on sunk costOriginal GRA discussion prompts. The diagrams illustrate ideas rather than measured data.
Short notes that connect the thinking to everyday work.
Tell me the problem, the project and the timeframe. We can agree a practical next step.