Page 105 - IRMSA Risk Report 2020

C ONCL USION

The management of risk in an increasingly complex world requires a new set of competencies and tools - from the C-suite
to risk practitioners and staff though-out the organisation. These competencies include the ability to identify context-
appropriate interventions. Where traditional risk management for complicated systems controls causes of uncertainty,
risk management in complexity builds organisational resilience through enhanced sense-making, increased diversity,
curiosity, situational awareness, unlearning (and re-learning), and fostering an experimental mindset. Human sensor
networks provide a powerful tool for making sense of the world so that we can act in it.

REFERENCES

https://www.morebeyond.co.za/7-differences-between-complex-and-complicated-systems/

https://cognitive-edge.com/blog/think-anew-act-anew-scenario-planning/

https://cognitive-edge.com/blog/see-attend-act/

Snowden, D.J. and M.E. Boone. 2009. A leader’s framework for decision making. Harvard Business Review, November 2007.

A Note on the Difference Between Complicated and Complex Social Systems, Roberto Poli, 2013

https://brenebrown.com/the-research/

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