Changing the Conversation

Conversations determine what is (and isn’t) said and heard about risk, write John Higgins and Professor Megan Reitz.

Have you ever considered the conversations going on in your workplace? What is said but overlooked? Who gets to talk to whom? What counts as a valuable conversation? These patterns are the ‘conversational architecture’, and it is in this architecture that an organisation’s risk culture lives and can be seen, giving leaders the opportunity to intervene and change the conversations needed to manage risk better.

This article, in the February 2024 issue of the Sentinel, offers information and top tips for leaders responsible for their organisation’s risk culture.

Read here: Changing the Conversation