Interesting Reads to Challenge Decision Making

Risk assessment never examines the risk created by preventing an action.  This paper argues that the omission is structural, and counts the cost of the ideas it silently removes.

A leader reads the risk register from the top, the frontline reads it from the bottom, and most of the time nobody notices the gap. Two Lenses is about closing it.

The essay behind the name: how organisations decide much like a leaf in the wind, and why a decision is better judged by the reasoning behind it than by the outcome that happened to follow.

How risk assessment crept to the front of decision-making and displaced the problem definition and comparison that should come first, leaving organisations well prepared for the wrong question.

Why heat maps cannot tell you whether you are holding too much risk or too little, and how measuring risk in dollars and trends lets you consolidate and manage against a real appetite.